5 Actions to Take After Your Employee Engagement Survey

Question marks around a head as a businessman wonders what actions to take after your employee engagement survey

Actions to Take After Your Employee Engagement Survey
Good for you…you surveyed your workforce to check on their level of employee engagement. But you need to realize that asking the questions posed in the engagement survey is only the first step toward improving levels of employee advocacy, discretionary effort and retention.

What Happens if You Do Not Follow Through on Your Survey Results?
If you ask questions without following up, you might actually worsen the situation.   When you ask employees for feedback, you raise employees’ expectations that their work environment will improve. Ignoring the results will undermine their trust in company leadership and reduce their level of commitment to the business.

5 Actions to Take After Your Employee Engagement Survey
So follow-up action is needed…

1.  Share the Feedback and a Timeline
Start by sharing the overall employee engagement survey results. This can be at a fairly high level at first focusing on the most favorable and unfavorable categories. Work teams will drill down later as they analyze which moves will have the most impact. But let your workforce know that you as leaders are committed to making changes.

Then set up a timeline and communication system that keeps them informed of progress and be clear about how they will be included going forward.

2.  Discuss the Results in Teams
Managers should hold meetings with their work groups to talk about team specific survey results, item by item. Include the whole team and make sure everyone has a chance to share their perspective. This demonstrates that everyone’s opinion counts…in and of itself an important part of engaging employees.

3.  Choose a Few Items to Focus On
Which key items does the team as a whole want to address that have the highest correlation to increased levels of employee engagement? Use the survey results to identify the top areas and then prioritize the list and select a few priorities that you can work on in the next six months.

4.  Design Your Plan of Attack
Using a proven brainstorming method, gather input on specific steps you can take to address the issues raised that make sense for your company’s strategy and workplace culture. Refine the list and then set up “owners” for each task; establish a timeline for delivery and dates for follow-up meetings.

5.  Follow Up
Meet on a regular basis to create joint ownership and check on progress. At this point, it’s all about accountability. Celebrate wins and figure out ways to overcome unforeseen challenges.

The Bottom Line
Employee engagement action planning is crucial. When leaders take engagement survey results seriously and involve workers in solving the problems that come to light, employees trust the system and believe that their leaders care. And when leaders follow through on action plans that are co-created in team work groups, employee engagement increases 12 times greater compared to those companies who do not.

Go ahead and ask the questions as long as you are committed to taking meaningful steps toward improvement.

To learn more about actions to take after your employee engagement survey, download Employee Engagement Mistakes: Are You Aimlessly Engaging Your Employees?

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We have been able to utilize LSA’s extensive network of top-notch resources to leverage our investment in employee development. The result has been the cost effective and highly efficient delivery of quality educational and management training programs.

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We partnered with LSA Global to help us invest in our people in the areas of performance coaching, diversity, and inclusion. They focused on helping us succeed and were very flexible in meeting our specific needs. LSA Global exceeded my expectations from a speed, quality, and value standpoint. I would recommend LSA Global to anyone looking for a true business partner.

Anita Luckinbill
Director, Human Resources

Our company engaged LSA to do a specialized “train the trainer” program, and the consultant’s performance outdid our exceptionally high standards for such a program. Very crucial to the success of this program was the work done upfront to discuss our needs and to interview key members of our organization so that the program specifically met our goals. Our facilitators continue to comment on the success of the program. Thanks also for the follow-up.

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Human Resources Business Partner

Intuit

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