Did you know that the words you use to communicate your vision of an engagement survey can influence your employees' expectations?
For example, if you present the survey as an evaluation or a measurement, you might receive responses and feedback that focus on past dissatisfaction. Why? We evaluate and measure what we know, what we’ve experienced. Responses will naturally lean toward the past, with a tendency for critical retrospection.
Conversely, if you position the survey as a tool for prioritization and improvement, you're more likely to get constructive responses rooted in change expectations and a desire for action. In this perspective, employees' responses and comments will be more future-oriented, aiming to influence upcoming initiatives and prioritizing what will be most important in the coming weeks and months.
Additionally, setting a positive intention around the survey helps manage expectations beforehand, reduces any discomfort typically associated with surveys, and shows genuine care for your employees.
So, how can you do this? This article explains.
6 Steps to Implement
Communicate the Survey’s Objectives
Clarify the intention: Explain to the teams why the survey is being conducted, what the organization hopes to gain, and how the results will be used to improve their daily work life.
Build trust: Emphasize transparency in the initiative to establish trust. Employees need to know that their responses will be taken seriously and will remain confidential.
Train Managers and Team Leaders
Role of managers: Detail how managers play a crucial role in preparing their teams. They should be well-informed of the survey’s goals and trained to answer their teams' questions.
Encourage honest participation: Managers should encourage team members to respond honestly without fear of repercussions, emphasizing that all opinions count, whether they are positive or constructive.
Create a Climate of Trust
Ensure confidentiality: Assure teams that their responses will be anonymous, which is essential for encouraging open participation.
Active listening: Before the survey, managers can hold meetings to hear employees' concerns or questions, showing that their opinions are already valued.
Explain the Survey Process
Survey logistics: Inform teams about how and when the survey will be conducted, how long it will take, and what types of questions will be asked.
Facilitate access: Make sure all employees know how to access the survey and where to find resources for technical or logistical questions. Set aside time for them to respond, and be available if they need support.
Engage Employees from the Start
Proactive participation: Encourage teams to consider their priorities before responding. This can be done through team discussions about upcoming major projects in the next few months.
Shared responsibility: Make employees feel involved in the process, not just as respondents but as contributors to the future well-being of the organization and the improvement of daily work life for themselves and their colleagues.
Follow-Up and Feedback
Post-survey engagement: Employees need to be informed of the next steps following the survey’s completion and should see that their responses lead to concrete actions.
Feedback loop: Encourage continuous feedback, where employees can share their impressions about the survey process and the subsequent actions taken.
By carefully preparing your teams to respond to the engagement survey, you're not just collecting data; you’re creating a genuine dialogue around your employees' needs, expectations, and aspirations.
By following these six steps, you encourage authentic and constructive participation while strengthening trust and engagement within your organization.
Remember, the way you communicate and manage this process can profoundly impact the results and the long-term dynamics of your team.