Posts Tagged ‘employee satisfaction’

Leadership Field Are your promotions failing? Here’s why, and what to do about it.

Sunday, May 11th, 2014

By Guest Blogger, Stu Danforth Positive Leadership Dynamics

In most companies in this country, employees who show a high proficiency in their job get promoted. Good accountants become managers of other accountants. Good engineers become managers of other engineers.  Sound familiar?  Here is the secret: These managers often have never been assessed for managerial skill and often have zero talent for it.

After the promotion of an unsuited manager, their team often does well for about three to six months.  Then performance starts to decline, morale drops, and productivity craters.  Why?  Because that’s when it becomes clear management requires a different and distinct skill set.

Get beyond this problem.  First, admit this error – which might be difficult because most senior leaders are a product of this system.

Second, create new promotion paths – one for the technically proficient folks, and another for the people who show true skill and talent at managing other people. Promoting a highly valued employee shouldn’t mean they have to manage others if that is not what they are good at.

Third, assess for management skill, and give them support.  To get the right people managing others, assess that skill and promote for it.

Managing others is hard work; great managers influence, guide, mentor, motivate, discipline, activate, engage, support, and drive their team members.  Those are social, not technical skills.  They are the skills of human engagement.

You have good people in your organization. Don’t create problems by promoting them into roles they are not suited for.  You will get to thriving much faster with the right promotion plan in your organization.


To learn more about Positive Leadership Dynamics…click here



Talent: The Hot Topic for 2014

Thursday, February 13th, 2014


2014 is the year for Talent. Companies need to keep their eye on their talent, as well as re-invest in their people.  Studies show that 2014 is the year people will finally consider or make a job move. Add to this the fact that organizations looking to retain talent are expected to spend money on learning and development.

What are you doing to find this talent hitting the job market?

What are you doing to develop your talent?

How are you keeping employees satisfied and productive?

#1: Recruiting and Selection: One in Five Workers Plan to Change Jobs in 2014. Twenty-one percent of full-time employees plan to change jobs in 2014, the largest amount in the post-recession era and up from 17 percent in 2013, according to a survey conducted online by Harris Interactive from Nov. 6 to Dec. 2. The survey participants included 3,008 full-time, private sector employees across industries and company sizes.

#2:  Job Satisfaction: A drop in job satisfaction may account for the expected rise in turnover. Fifty-nine percent of workers are satisfied with their jobs, down from 66 percent in 2013; 18 percent are dissatisfied, up from 15 percent last year. Those who are dissatisfied cite concerns over salary (66 percent) and not feeling valued (65 percent) most often as reasons for their dissatisfaction, according to the Harris Interactive survey.

#3: Talent Development:  In November and December of 2013, Corporate Learning Network surveyed dozens of learning and development leaders. Here are key findings:

  • Learning and training is hot again. After years of reduced budgets, more than half of learning and training leaders surveyed projected increased budgets in 2014. YEAH!
  • Classroom training still accounts for the majority of spending, but L&D leaders continue to allocate more funds to blended learning. GREAT IDEA!
  • Aligning learning with the company’s growth objectives tops the list of how learning and training executives plan their future budgets allocations.  A MUST!
  • Two in five learning and training leaders are not aware of their competitors’ learning and training methods. This is a major blind spot. YIKES!

Talent on the move can be an opportunity or liability for your company. Which will it be?

Employees Got The Blues?

Tuesday, March 19th, 2013

It’s the time of year when employees may be in a slump or feeling blue. What can you do to bring some cheer to your workplace besides waiting for the snow to melt or the daffodils to bloom?

RECOGNIZE your employees. Here are a few ideas to brighten up the office.

Gifts create a lasting reminder of your appreciation.
It’s easy to give employees a cash reward. But such tokens of recognition are quickly spent and forgotten. Consider the following instead:

  • Give simple, unexpected gifts of time to make the team member feel special.
  • Give appliances and consumer electronic products, especially when the item is in its early stages of market acceptance.
  • Award gift certificates for food, books, clothes or music.
  • Allow the employee to choose any item of a given value from a merchandise catalog
  • Give new responsibilities to a team member who has demonstrated the ability to handle the work.

Make formal awards a part of your culture.

  • Establish company awards for best attendance, highest quality, best customer service – behaviors you want to encourage. Hold a ceremony in which top-level executives publicly present these awards to the recipients.
  • Create a trophy that moves from one high-performing department (or person) to the next. You can even have the current holder decide who gets it next.
  • Recommend the team member for an applicable company recognition award.

A simple “thank you” costs nothing.
A sincere word of thanks from the right person at the right time can mean more to an employee than a raise, a formal award, or a whole wall of certificates and plaques. And it costs nothing.

  • Send handwritten letters of appreciation.
  • Post a thank-you note on an employee’s door.
  • Call employees into your office just to say thank you. Don’t discuss any other issue.
  • Have the company president or a high-level manager call employees to thank them for a job well done.
  • Pre-print “ABCD” (above and beyond the call of duty) cards and encourage managers or employees to award them to deserving co-workers.
  • In team meetings, encourage team members to recognize each other’s positive contributions.
  • Hold quick, surprise team meetings to show public recognition of great work.

“Create a story” that is shared.
Your recognition will have a stronger impact when it creates a story that the employee can tell to family, friends and associates for years to come.

  • Recognize hard work by arranging for the employee’s car to be washed in the parking lot. Or pay for a housecleaning service for the employee’s home.
  • Rent a sports car for the employee to drive for a week.
  • Arrange for a photo session with the company president.

Serve up a tasty reward.
Food is always in good taste. It appeals to the senses and creates a festive atmosphere when it is shared with family or co-workers.

  • Deliver a fruit basket, steaks, or a batch of chocolate chip cookies to the employee.
  • Hold a team lunch – at a restaurant or in the office – to celebrate together.
  • Personalize the label on a wine bottle with a message of thanks to the recipient.
  • Treat employees to a pizza lunch or a giant submarine sandwich.
  • Surprise a top-performing department with a champagne picnic at a local park.

Give the gift of time.
Time off is universally appreciated. Whether it is a free afternoon or a six-month sabbatical, this form of recognition is always welcome.

  • Provide an extra break.
  • Allow a 2-hour lunch (and pay for dessert).
  • Grant a long weekend after a particularly demanding period of work.

So what are you doing to recognize employees?  Inspire us by sharing ideas that have worked for you.

EE = EBITDA: Transforming Human Capital into Financial Capital.

Monday, January 21st, 2013

By Guest Blogger, Jeffrey Deckman

EE = EBITDA is an obscure but interesting formula that, once I came to understand it, I realized uncovers an exciting new source of increased profits that any business can realize.

The “blow up” of this formula is:

Employee Engagement = Earnings Before Interest Taxes Depreciation Amortization

Before going any further I want to say that Employee Engagement (EE) is certainly not the only factor that impacts EBITDA but it does have a significant impact on your bottom line. It just also happens to be one of the easiest ways to increase profitability you will ever come across.


Because, of all the ways to increase profits such as increasing prices; decreasing costs and generating more sales increasing your levels of EE is almost completely within your control. This is because EE is largely determined by the leadership culture of your organization. And you get to control that.

In fact, a recent Melcrum Employment Engagement Survey of over 1600 HR professionals found that “The actions of senior leaders and direct managers are the most important drivers of employee engagement by a factor of between 400% and 700%.

So not only is this “silent profit driver” largely in your control but the financial impact of increasing the levels of EE in your organization is undeniably real.

In fact, I doubt you could find a single CEO of a Fortune 500 company who even questions whether increasing EE increases EBITDA.

The Numbers Behind the Science

In an effort to be as informative as possible as quickly as possible let me get right to the math.

A recent study done by the Gallup Group in October of 2011 involving thousands of participants revealed that, on average, 71% of people are “disengaged” from their work. Within this group 55% are considered “not engaged”. These people do their jobs but not much more. The other 16% are considered “actively disengaged”. These are people who are actually working against the best interests of the organization.

This leaves only 29% of the workforce who are considered “highly engaged”. These are the ones who put in extra time; think about their jobs during off hours and are energized. They are the ones who generate the most per capita profit.

This means that 7 out of 10 people in organizations are not engaged in their work. Imagine the lost productivity and profits that represents! And in today’s economy this can spell death to an organization.

The High Cost of Low Employee Engagement

Let’s look at how the level of EE in your organization affects your profitability.

The following EE vs. Productivity numbers are generally accepted throughout the industry, give or take a few percentage points:

•   “Highly engaged” workers are 90% productive

•   “Not engaged” workers are 60% productive

•   “Actively disengaged” workers are 40% productive.

When you combine the EE and the productivity numbers the impact on profits becomes clear:

•   29% are highly engaged and are 90% productive.

.29 * .90 * 100 = 26.1% productivity level

•   55% are not engaged and are 60% productive.

.55 * .60 * 100 = 33% productivity level

•   16% are actively disengaged and are 40% productive.

.16 * 40 *100 = 6.4% productivity level

This means that your overall productivity levels are:

26.1% + 33% + 6.4% = 65.5%

To make this real let’s assume a company spends $2 million on employee compensation. Under this scenario their ROI on that investment is:

2,000,000.00 * 65.5% = 1,310,000.00.

This represents a $690,000 “payment vs. performance” gap.

The Big Difference of a Small Adjustment

Now let’s look at the impact to your bottom line that will occur if you simply increase the highly engaged numbers by only 5% and decrease the actively disengaged numbers by the same amount. And if your company is like most, and if you decide to make EE a priority in your organization, moving your EE numbers 5% in this fashion is not unrealistic at all.

WARNING: These numbers are almost un-believable!

•   34% are now highly engaged @ 90% productivity.

.34 * .90 * 100 = 30.6% productivity level

•   55% are still not engaged and still 60% productive.

.55 * .60 * 100 = 33% productivity level

•   11% are now actively disengaged and are 40% productive.

.11 * 40 *100 = 4.4% productivity level

New productivity levels = 30.6% + 33% + 4.4% = 68%

New Profitability Calculations: 2,000,000.00 * 68% = $1,360,000.00

This represents a $50,000 improvement in the “payment vs. performance” gap in only one year!

What is also important to realize is that as long as you keep your management teams fine-tuned and your culture healthy this $50,000.00 continues to flow to the bottom line year after year. Imagine the impact to your Retained Earnings and the value of your business that this will have in just a few short years.

All of a sudden investing in developing solid management teams with excellent leadership skills becomes one of the most important and easy ways to drive significant profits right to your bottom line.

In Closing

If you are like I was when I first started looking at these figures, your initial thinking may be that they can’t be right. But I can tell you that study after study from organizations ranging from the Harvard Business School to the McKinsey Group prove them out.

So while we have all been trained to increase profits by cutting costs; capturing more clients and negotiating for higher prices few of us have been taught how to activate one of the most significant profit drivers available to us: increased Employee Engagement.

And at a time when profits are very tight, competition is tough and the market is demanding it should be very comforting to realize that with just a few internal adjustments you can uncover a source of profits that will not only increase your bottom line but will also increase company morale.

During economic times such as these understanding the EE=EBITDA formula can be a real life saver.


Jeffrey Deckman is the founder of Capability Accelerators, a consulting firm that specializes in helping clients convert human capital into financial capital. If you have questions or comments he can be reached at: or

Retaining Employees: Part 2

Monday, August 13th, 2012


Continued from Part 1…

Most new employees are in Generation Y, those born after 1980. In many companies, these are the majority of overall employees.  Shifting from one generation to the next has never been easy. Relationships evolve, and so do technologies and ways of communicating.  Generation Y poses additional challenges.  For one thing, its members have a sense of independence that to some senior managers borders on arrogance.  They were raised in homes that were far more egalitarian and child-centered than previous generations and far less parent-dominated, so it’s no surprise that in the workforce Gen Y expects that same independence and attention.

In their favor are several positive attributes.  They are achievement-oriented.  They come to the job with a set of goals and ideas about how to achieve them.  They also reflect the multicultural world they grew up in. 

How can Generation Y be managed?  Many experts have emphasized the social setting of the workplace.  “Make it fun for them” has become a management mantra.  “Show them respect” and “Be flexible” are others.  It’s hard to argue against fun, respect and flexibility, but Bruce Tulgan, author of Not Everyone Gets a Trophy: How to Manage Generation Y, believes we’ve gone too far in believing the myths about Generation Y.  Tulgan argues that they are not disloyal, will do grunt work and know that work is not always fun.  “GenYers don’t need to be humored in the workplace,” Tulgan argues.  “They need to be taken seriously.  Managers need to hold them to high standards and help them every step of the way to reach those high standards.” 

Another change affecting retention is on the horizon.  Jon Piccoult, writing in the New York Times (Oct. 16, 2010), predicted “layoffs, cutbacks and stress inflicted on employees in the economic downturn have left many of them discontented and disengaged.  As this pent-up frustration is released, the impact on businesses, their work forces and their customer will be pronounced.” 

This will be especially true in business forced to trim costs by downsizing, a tired euphemism for laying off thousands of people and overworking those who stayed on.  The problem will not be with those who were abandoned, but rather those who survived.  They watched management make what seemed to be cruel and arbitrary decisions to cut adrift loyal people while reducing training and development programs for those retained.  It is these people who represent, in Piccoult’s words, the “turnover storm.”  As soon as the economy reheats, these people will be the first to cut their ties to the company.

Turnover hurts business. Costs go up to pay off those heading for the door. Replacing them involves recruiting, interviewing, testing, hiring and training others.  Replacement costs can be up to three or four times the salary of the departing employee.  If turnover is low, a well-financed company can ride out the disruption.  If turnover is sudden and larger than expected, as it may be when the economy turns around, the impact on a company can be devastating.

Can the storm be avoided? Of course…?  Click here to download the full article and find out how.

Retaining Employees: Part 1

Saturday, August 4th, 2012


Was life really simpler in the “old days?”  Consider the retention of employees, for example.  The prescription was pretty clear: pay well, offer good benefits and promote regularly.  Doing so would ensure that people would be satisfied, compliant and loyal enough to stay until retirement.

That gauzy myth wasn’t really true in times past, and certainly isn’t today.  Yes, good pay, benefits are still important, but they are not enough to bond people to a single employer for life, and in some cases, for even a week.  Turnover has become a dominant and disruptive fact of life.

What’s changed?  For one thing, the people in the workplace.  A shift of generational attitudes and expectations succeeding the Baby Boomers is complicating life for managers nurtured under a different set of assumptions.  What’s more, the world they operate in has become increasingly unforgiving.  In many companies, fewer people are doing more work in less time, hardly a relaxing setting.

The result is increased turnover and dislocation.  According to a study by the Wynhurst Group of Arlington, VA, new employees decide whether they feel at home or not in the first three weeks.  About 4 percent leave after the first day, 22 percent in the first 45 days.  Even worse are those who stay for a few years, soak up whatever training is available, and then leave the company.  This represents an intolerable waste of resources in recruiting, orientation and development.

Stay tuned for Part 2….

Getting to the Heart of Employee Engagement And Why It Matters

Wednesday, July 25th, 2012

By Kyle Lagunas, HR Analyst with Software Advice, Guest Blogger

Tucker Robeson, CEO of  CDL Helpers, says, “You need to wake up to the fact that if you’re not engaging your employees, you’re hurting them–and your company.”

Although Gallup estimated in 2004 that disengaged workers were costing U.S. businesses a staggering $300 billion a year in productivity losses, engagement is one issue that often goes unaddressed. The reason, I suspect, is that there’s a lack of consensus on what the term “engagement” really means.

For many business leaders, “engagement” is just a buzzword. And before you can tackle engagement, you have to understand what it’s all about–what it is, what it isn’t, and why it matters.

What It Is

Employee engagement is a critical indicator of how successful a business is–and the sustainability of that success. At its heart, employee engagement is about motivation. You can’t “buy” engagement. In fact, when you require a certain standard of service, studies show that motivation can’t be limited to monetary compensation.

To bolster engagement, foster a sense of meaning to an employee’s work, and allow the employee to craft the job to his/her capabilities, strengths, and likes, as much as possible.

What It Isn’t

Engagement isn’t strictly a company culture issue–it’s also an operational issue. It requires an adjustment in how leaders communicate with employees. Engagement should be addressed as a strategic initiative at the upper levels of management, and a tactical issue at the lower ones–and the CEO has to lead off. How you announce important business objectives, how you measure success, how you show appreciation–everything needs to strengthen your employees’ connection with the organization and their work.

Furthermore, employee engagement isn’t an HR initiative. Although HR is often tasked with spearheading projects to boost engagement, Every person in a management role is responsible for driving engagement, especially the CEO.

Why Employee Engagement Matters

Employee engagement has direct, demonstrable impacts on productivity and performance that translate to financial results. When employees are not engaged, they generally aren’t paying attention to their work, and tend to be apathetic about their jobs.

Conversely, companies with engaged employees are reaping significant financial rewards. The Global Workforce Study found that companies with engaged employees “had operating margins almost three times those of organizations with a largely disengaged workforce.” That point alone makes engagement a strategic issue worthy of executives’ attention.

Admittedly, engagement isn’t easy–and cannot be sustained over time without careful attention to very specific elements in the work environment. But with so much on the line, can companies really afford to ignore it?


About the Author: Kyle Lagunas is the HR Analyst at He reports on trends, best practices, and technology in human resources and talent management. This article originally appeared on his HR blog.  Click here to access to the original article.

How to Staff Your Organization Like an Apple Store

Monday, April 2nd, 2012

By Kyle Lagunas, HR Analyst with Software Advice, Guest Blogger

Anyone who has stepped into one of Apple’s retail stores can attest to the smooth operation they’re running. The store is a well-oiled machine of many parts, presented in a sleek and sexy package with a smile. What’s Apple doing that makes this machine work so well?

In this article, I present some talent management lessons all organizations can learn from Apple stores.

Translating Apple’s Brand to Retail

Apple’s retail stores are an extension of its brand. Every aspect of the store–from its physical design and layout to the way it’s staffed–can trace lineage back to the revered brand Apple has spent decades building. Adopting brand elements (efficient and navigable interfaces, chic look and feel, etc.) into the stores has resulted in a shopping experience that mirrors the consistent, high-quality consumer experience that Apple products deliver.

What really makes the Apple stores work, however, are its people. It’s not coincidence that the way Apple stores are run is as user-friendly as its products. To maintain consistency with the Apple brand, employees are carefully screened to ensure they’re every bit as smart and efficient as the company’s latest operating system.

Five Components of Apple’s Well-Oiled Machine

Finding the right individuals to work in the stores is only the beginning. Beyond that, there are things that Apple’s retail arm does particularly well in organizational development–things any organization could learn from:

1. Define Your Roles. Those boldly-colored tees Apple Store employees wear aren’t just for looks–they designate the distinct role each employee plays.

  • Experts assess visitors’ needs, and direct them to the right place;
  • Specialists have an intimate knowledge of the full line of Apple products, and sell those products without seeming like salespeople;
  • Geniuses aren’t just tech support–they’re enthusiasts who speak your language when something’s wrong with your precious MacBook; and
  • Creatives are hardcore Apple evangelists, dedicated to helping you get the most out of your Mac.

Whatever their place in the machine, tightly-defined roles ensure that your employees know exactly what they are expected to do, what others do–and what other roles they could move into.

2. Free Up Your Leadership. Seamlessness is a key feature of all Apple products. To deliver a consistent user experience across Apple stores requires a lasting organizational structure.

Employees are busy delivering Apple-grade customer service, so it’s up to leadership to maintain the same level of awesome day after day.

They’re doing more than managing the operation–they’re coaching staff, leading training, and driving sales. When your workforce is deployed effectively–with minimal room in the process for bottle-necking–managers spend less time wondering who should be where and more time keeping the machine in ship shape.

3. Brand Your People Process. As a consumer brand, Apple is sexy. As an employer, they’re equally attractive. With a 3.8/5 rating on Glassdoor (with a 96% approval rating for CEO Tim Cook) and countless inclusions in “top places to work” lists, it’s apparent that people love working for Apple. They’ve got their people processes down pat at the corporate level–and this has trickled down to the retail stores.

The result is obvious in the level of service and expertise people have come to expect in an Apple store. This alignment of brand and people process–something organizations often struggle with–is key to your ability to consistently deliver a solid product.

4. Make Work Meaningful. Apple–hailed for its stellar customer experience–would be hard-pressed to deliver their standard of service in retail unless their employees were satisfied with the level of employee engagement. In fact, according to a Gallup poll on the relationship between employee engagement and organizational outcomes:

“The relationship between engagement and performance at a business is substantial and highly generalizable across organizations.”

When your employees know that what they’re doing matters, it’s easier to inspire them to do their best. And no one appreciates this more than the employees staffing the stores, who are on the front lines of the customer relationship.

5. Retain With Growth Opportunities. Unsurprisingly, Apple is still growing (including a new $304 million campus in Austin, TX that will employ 3,600 workers). And despite having a great job portal on their site with multiple open positions, Apple prides itself on promoting from within.

For the twenty-something Expert with a Master’s degree who’s manning the entrance to an Apple store today (I could name more than one), that’s pretty encouraging. Many organizations are struggling to retain top talent, but how many offer a great opportunity for college grads to make something of themselves?

A Lesson for Your Grinding Gears

These aren’t the only points Apple is delivering on–but these five factors alone go a long way in keeping the machine well-oiled on multiple levels. For the many organizations struggling to win the war for talent, there are definitely some lessons to learn. The biggest one: effective organizational development depends on the alignment of talent management with your business goals–and yes, with your brand, too.

Remember: Your people are as much a part of your brand as the products you’re offering.

Organizational development at this caliber doesn’t just happen–but it’s a necessary part of a thriving company culture like Apple’s. Getting to that level requires open dialogue between senior leadership and business partners–and human resources and recruiting. You’ve already got Experts, Specialists, Geniuses and Creatives in your organization. It’s up to you to find them, engage them, and let them know you want them to grow with you.


About the Author: Kyle Lagunas is the HR Analyst at Software Advice. It’s his job to contribute to the ongoing conversation on all things HR, and to keep his audience clued-in on important trends and hot topics in the industry.  Click here to read Kyle’s blog.

Vendors Will Benefit From beyondboarding™

Thursday, March 1st, 2012


When we first started looking at the process of beyondboarding™, we focused on developing a process for the workplace.  Beyondboarding™ is an onboarding initiative that goes beyond orientation and takes a strategic approach to employee and organizational growth and development.

As we discussed beyondboarding™ with customers, prospects and colleagues we realized additional audiences can benefit from WOW! transformations’ s beyondboarding™ approach.

This series explores initiating a beyondboarding™ approach with the following relationships:


Vendors today play many roles.  They may be selected to provide products or services; support our organization’s infrastructure, repair something that is broken or fill a gap on your team.  We may not think of vendors as partners in helping us to reach our goals, or as a team member.  But if you change your mindset and follow key steps to beyondboarding™, a new vendor can boost your ROI:

  1. RIGHT:  Any good partnership – especially one with a new vendor, requires the right fit with products and services the vendor is offering or providing.  When selecting a vendor through the proposal process or pre-boarding phase, you must ensure that they are the right people or organization to help you reach your goals and to work with your organization.
  2. KNOWLEDGE:  As important as it is for you to know the vendor you are working with, it is just as important for them to know your organization.  This may include a tour of the facility, key resources to contact or inform, tips and tricks for working with the team, billing process and network access.  Image the ROI when your new vendor has strong institutional knowledge from the start.
  3. COMMUNICATION: A good manager will also discuss with her new employee the best way to for ongoing communication.  This is important as well in a vendor relationship, especially at the beginning to ensure that nothing falls through the cracks, information is clarified or received in a timely fashion, and knowledge is processed in a timely manner.  Discussing your communication strategy right from the start is a great way to set the foundation for how you work together.
  4. CLARITY:  Like any good employee onboarding program, a new vendor needs to have focused clarity around her roles, responsibilities, deliverables, expectations and goals to eliminate misunderstanding and establish alignment from the start.

To make your vendor relationship a success, begin with a beyondboarding™ mindset.  Consider the key steps above, but remember it’s only the beginning.  There are many other things that you can and should be to ensure success. Click here to read more about beyondboarding™.

Employee Survey Data, Check..Now What?

Wednesday, January 4th, 2012


By Cathy Missildine-Martin, Intellectual Capital Consulting, Guest Blogger

Many companies conduct annual employee surveys. The data comes in and is reported on and then we wait for the next year for the next results. The results come in for year 2 and they are exactly the same or in some cases scores have gone down.

This begs the question, what can you do with employee survey data?

Here are some best practices we have used with our clients over the years:

1) As soon as possible communicate high level survey results back to employees. If you have decided on actions that will be taken as a result of the survey scores, then give your employees an overview of those actions. If not, let your employees know more communication will follow when those decisions are made.

2) Make sure you understand which questions (categories) impact employee satisfaction. If your survey has 30+ questions, you need to know which ones impact satisfaction and which ones do not. A regression will get to this information and will prioritize where you need to spend your time and resources.

3) Sometimes, follow up is required to understand what is needed to make scores change. For example, if you score low on internal communications, you need to get to the “why” and the “how to improve.” This data is hard to get to in a survey format so follow up is required.

4) Action planning is a must. Period. If you don’t spend time by department on how you are going to move scores or sustain good scores, then you surveyed your employees for nothing. Make sure managers are debriefed on their own scores and action plan on them as well.

5) Make sure managers are held accountable for their scores. What measured gets done. If survey scores are not tied to manager’s performance it is highly unlikely that anything will change.

6) Use the data. Employee satisfaction data is a very important data set. It can be analyzed with other data to uncover valuable insight. For example, correlating employee satisfaction data with performance scores and turnover can tell you if you are at risk for losing your highly engaged and high performers. Wouldn’t that be nice to know?

Bottom line, don’t just survey your employees and do nothing with the data. It is a valuable data set especially if acted upon.

What are your best practices when it comes to survey data?


Cathy Missildine-Martin
Co-Founder, SVP of Sales & Marketing
Intellectual Capital Consulting, Inc.
(678) 797-5331