What's worse than NOT collecting feedback from your staff or customers? Collecting feedback from your staff or customers and then doing nothing with the results.
Research by Consulting firm Gallop suggests there may be an inherent financial penalty for not paying enough attention to actioning your survey results . Employees who answered 'Strongly Agree' to the statement that 'Action plans from the last survey have had a positive impact on my workplace' had overall engagement levels that were up to 10% higher than other employees. And as we know, low staff engagement scores have a direct negative impact on the bottom line. As such, it's crucial from an engagement perspective that organisations demonstrate they value the time and opinions of survey respondents by putting a clear structure in place to act on the feedback received.
Not only are staff engagement levels impacted by whether or not you follow through on the information gathered but the opportunity to effect positive change can also be compromised. Often survey results will reveal tangible suggestions to improve processes that can save time and money, so not moving on these obviously has a direct impact on the performance of the organisation.
Also, to keep your survey 'brownie points' intact and ensure your staff or customers are motivated to provide feedback again in the future it is important to act on information received. Management lose a great deal of credibility and the willingness of respondents to participate if the information collected simply falls into a black hole.
In this article we provide a number of practical measures you can take to optimise your Post-Survey follow-up process:
1. Establish A Survey Action Committee (Before Your Survey is Run).
Organisations committed to effecting positive change as a result of running staff or customer surveys will often establish a survey 'Action Committee' before the survey is run. The survey 'Action Committee' may consist of 4-5 staff members in influential positions who represent key areas of the business.
In establishing this type of committee before your survey runs you signify to your respondents that you are serious about listening to and actioning their feedback. In addition, as the committee includes representatives from key areas of the business, the goodwill that often filters throughout the business as a result of involving these stakeholders can often transpire into greater project engagement and higher survey participation rates. (NB: The tasks typically covered by a survey action committee are discussed in point 3 below).
2. Deliver Any Incentives Offered
It's all very well to offer appealing incentives to boost survey response rates (indeed we actively encourage our clients to explore the use of incentives), however you must ensure you follow through on your promise. If all respondents who complete the survey go into the draw to win the latest Apple iPad, make sure someone is assigned the task of
3. Communicate Your Results And Establish A Plan of Attack To Address Key Issues
You need to make sure your staff or customers feel that the investment they have made in contributing their time and ideas to your survey has been worthwhile. As discussed in point one above, we recommend the establishment of a survey action committee to help with the results communication task.
A survey action committee's tasks can include:
Reviewing a final draft of the questionnaire to ensure buy-in and satisfaction that the questions asked are relevant to their area of the business and will Tim jersey black deliver them useful information in reports.
Reviewing results within a week of survey close-off. A nominated committee chair should also be responsible for delivering a briefing about the results to the executive team and selected members of the senior management group. The briefing may include:
Company wide strengths and weaknesses.
Trend analysis (often broken down by region or division).
Key drivers.
Recommended action focus points.
The sending of an executive summary of survey results to all staff (or can be sent to customers if running customer surveys). The executive summary should highlight key findings, any areas that may need further exploration, and highlight a high level action plan for improving in relevant areas.
Develop a detailed survey action plan - assigning task 'owners', timelines, and agreed Tim jersey black dates for follow-up.
Set-up, where appropriate, specific post-survey problem-solving teams. Some organisations select 1 or 2 key issues that have been identified as a result of the survey and then establish mini problem-solving teams set-up specifically to further analyse each issue and formulate recommendations to resolve. The overriding question for the team to address should be 'What would it take for us to improve to a score of 5 out of 5 for this area?'
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