Making staff surveys useful

I recently participated in a company’s annual management conference in which each departmental manager reported on what they would continue doing because it was working well, and what they would do differently in future. They showed us the SWOT (Strengths, Weaknesses, Opportunities and Threats) faced by their departments, and shared the results from the surveys they’d sent out to staff members, their “customers”, that had led to their conclusions.

I was so impressed as I absorbed what they were presenting, more so as this company is easily the leader in its sector, while showing zero signs of incumbent’s syndrome. No complacency, just the assumption of continuous innovation and improvement.

So what kind of questions were in the surveys? Two kinds: first, ones where ratings from 1-5 were sought, representing from very dissatisfied to very satisfied. Then, open-ended questions, requiring a written response. Here’s an example, of questions from the HR Department’s survey:

1. On a scale of 1–5, how satisfied are you with the support you receive from the HR team? (1 = Very Dissatisfied, 5 = Very Satisfied)
2. How well does HR respond to your queries, concerns, or requests in a timely and helpful manner? (1 = Poorly, 5 = Very Well)
3. In what ways has HR contributed positively to your experience and engagement at the company?
4. What areas do you feel HR could improve to better support you in your role?
5. Overall, how would you rate your experience as an “HR customer”? (1 = Very Poor, 5 = Excellent)

Other surveys, plus their feedback, were displayed by the Internal Audit, Finance, Customer Focus and other departments, and each was most enlightening. Respondents were protected by anonymity, and summaries of their ratings and comments were shared.

Here are other questions such surveys pose, and again from the HR stable: “On a scale of 1-5, how motivated do you feel at work?” and then “What factors influence your motivation?” Followed by “On a scale of 1-5 how would you rate collaboration within your team?” and “What improvements would enhance collaboration?”

Let’s keep going: “On a scale of 1-5 how would you rate your overall wellbeing at work?” and “What support systems would you like to see implemented?” “How encouraged do you feel to share new ideas?” and “What barriers hinder your creativity?” You get the picture.

So, while anonymity encourages openness, other aspects also motivate staff to be responsive. First, that the summarised results be shared across the company so there is transparency. And then that there are consequences, a “So what?” of the survey. The departments in question must analyse the results and act on the feedback, again sharing the essence of it all. Finally what is the impact of having acted, including as assessed through follow-up surveys.

The company I was with is now considering issuing a consolidated set of questions on the subject of internal customer satisfaction, and here they are, seeking ratings from very dissatisfied to very satisfied:

1. We understand and are conscious of the customers’ needs.
2. We are responsive to issues/queries raised.
3. We respond with thoroughness and promptly to your requests or queries.
4. Quality of feedback/solutions provided for requests and queries raised.
5. Are we knowledgeable to address issues and queries with high level of understanding?
6. Consistency of support offered by the whole team.
7. Are we able to work speedily and effectively with other departments?
8. Willingness to lend a hand and give advice, offer expertise, and gather information to assist others.
9. We always look for ways to improve services to others.
10. Teamwork within the department.
11. We are truthful, transparent (not hiding intent), communicate openly, honestly and often.
12. We generate ideas or solutions to problems and questions.

Finally, they’re adding open-ended question seeking suggestions on potential areas of improvement so that the levels of service and satisfaction can be improved.

Do you have such surveys circulating in your organisation? Do they result in cost-effective returns on the investment in the whole process? The company I was with indeed derives great benefit from this practice – and this due to their overall healthy culture. What stood out wasn’t just the sophistication of the surveys. It was how the company closed the loop: asking the right questions, sharing the results openly, acting on the feedback, and then checking back in. It’s a full-circle model many organisations talk about but few actually practice.

By the way my contribution to the conference was to make a presentation on The Power of a Positive No… the topic of my last article.