Engagement Surveys
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Engagement Surveys
Employee engagement surveys: ETS discusses employee engagement surveys and how to improve employee engagement
Engagement surveys
Most organisations put considerable effort into measuring staff opinion. It is important to give every staff member the chance to air their views, in a systematic and structured way. This is important in terms of being seen to be inclusive and also to enable results to be analysed and recommendations targeted, in as fine detail as possible. In practice, this means undertaking a engagement survey to which all staff are invited to participate.
Careful consideration must also be given to the circumstances of all existing staff, making sure they can access the engagement survey and have sufficient time to take part. Organisations considering online engagement surveys should take into consideration any field-based employees who may access their e-mails much less frequently than those based in the office. If this is the case, companies typically offer different methods for different categories of employee.
Low response rates to engagement surveys can result in people questioning the legitimacy of the results. Therefore, plans must be put in place to maximise buy-in to the study. Communicating the survey's importance and highlighting that it provides an opportunity for staff to give their views and that the results will help shape internal policy. This message is best communicated from someone at a senior level.
The engagement survey questionnaire itself can also have an impact on response rates, as can the organisation of the fieldwork period. Questions should cover all aspects of the working experience, but it's best to avoid a long questionnaire, as this can make it harder for busy people to find time to participate. It is important to give a reasonable deadline for completing the survey. Ideally, staff should be given a few weeks to respond, as this should still allow any who are on annual leave during this period to participate. A small number of reminder communications during can also help to increase response.
Another pre-requisite of successful engagement surveys is guaranteeing that anonymity is protected and emphasised throughout the process. This gives the best chance of obtaining honest, open feedback is lost. Commissioning an external agency to run the consultation project, and making this clear to all staff, can make all the difference to the success of the exercise. It is also useful to explain how the results will be analysed.
Post-survey communication can prove as important as the analysis itself. Sharing the findings of engagement surveys with all staff is strongly recommended; if employees think a business is merely paying lip service to the process without actively looking to change anything, this is only marginally better than not consulting them at all. Finally, it's essential to explain what actions you plan to take in response to their feedback and how you'll go about it.
Careful consideration must also be given to the circumstances of all existing staff, making sure they can access the engagement survey and have sufficient time to take part. Organisations considering online engagement surveys should take into consideration any field-based employees who may access their e-mails much less frequently than those based in the office. If this is the case, companies typically offer different methods for different categories of employee.
Low response rates to engagement surveys can result in people questioning the legitimacy of the results. Therefore, plans must be put in place to maximise buy-in to the study. Communicating the survey's importance and highlighting that it provides an opportunity for staff to give their views and that the results will help shape internal policy. This message is best communicated from someone at a senior level.
The engagement survey questionnaire itself can also have an impact on response rates, as can the organisation of the fieldwork period. Questions should cover all aspects of the working experience, but it's best to avoid a long questionnaire, as this can make it harder for busy people to find time to participate. It is important to give a reasonable deadline for completing the survey. Ideally, staff should be given a few weeks to respond, as this should still allow any who are on annual leave during this period to participate. A small number of reminder communications during can also help to increase response.
Another pre-requisite of successful engagement surveys is guaranteeing that anonymity is protected and emphasised throughout the process. This gives the best chance of obtaining honest, open feedback is lost. Commissioning an external agency to run the consultation project, and making this clear to all staff, can make all the difference to the success of the exercise. It is also useful to explain how the results will be analysed.
Post-survey communication can prove as important as the analysis itself. Sharing the findings of engagement surveys with all staff is strongly recommended; if employees think a business is merely paying lip service to the process without actively looking to change anything, this is only marginally better than not consulting them at all. Finally, it's essential to explain what actions you plan to take in response to their feedback and how you'll go about it.
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