Wie erstellt man Umfragen zum Mitarbeiterengagement?

Creating effective Employee Engagement polls involves several steps. First, define the purpose and objectives of the poll to ensure it aligns with your engagement goals. Next, select appropriate questions that address relevant topics such as job satisfaction, communication, and work-life balance. Keep the poll concise and easy to understand, using a mix of multiple-choice, Likert scale, and open-ended questions for comprehensive feedback. Consider using an anonymous format to encourage honest responses. Once the poll is created, distribute it via email, internal communication channels, or dedicated survey platforms, and set a deadline for responses.

1. Define Objectives, Purpose and Goals. 2. Use tools like SurveyMonkey, Google Forms, or internal HR platforms. 3. Ensure the platform integrates well with your existing systems. 4. Use a mix of multiple-choice, Likert scale, and open-ended questions. 5. Keep questions clear and concise. 6. Keep it Short and Simple 7. Assure employees that their responses are anonymous. Build trust by explaining how the data will be used. 8. Conduct a pilot test with a small group to identify any issues. Feedback: Gather feedback from the test group to improve the poll. 9. Use multiple channels (email, intranet, meetings) to distribute the poll. 10. Analyze the data to identify trends and insights. 11. Share Findings and Take Action

Polls are effective if they resonate with the audience, and are quick to complete. The challenge is they're less qualitative, but are a speedy approach to getting a pulse check, so figure out what questions require this method and ensure the purpose is clear. Also consider what you will do with the possible responses, something easier to do in a smaller question set!

When setting goals for your poll, consider how they align with your company's strategic objectives. For instance, if one of your company’s strategic objectives is to enhance innovation, you might focus your poll on measuring and understanding aspects of the work environment that influence innovative behaviors, such as autonomy, resources, and interdepartmental collaboration.

Creating Employee Engagement polls is like designing an adventure game. Start with a captivating storyline to frame your questions. Use multiple-choice, rating scales, and open-ended questions to add variety. Include anonymous comment sections for candid thoughts. Offer rewards by sharing the results and explaining the changes based on feedback. This shows their participation leads to tangible outcomes, like unlocking new levels in the game. Make the process interactive and rewarding to engage employees and gather valuable insights.

Consider the use of standardized response options, such as multiple-choice formats, to streamline the answering process and facilitate data analysis. This approach ensures consistency in responses and makes it easier to compare results across different survey participants and time periods.

Quite simply ensure the method matches the question. Don't over think it, but do think about what you do for each possible result (i.e. if most people score 1, we will X, if most people score 5, we will X)

I honestly don't know how you can choose your format if you don't know what questions you want to ask. Different question types dictate different formats. If you know your objections, you should have some idea of what questions you should ask to get answers that will meet your goals and answers that you can action. I would flip 2 and 3. Brainstorm the questions you want to ask and then decide the best format to present these questions so that you have the greatest chance at success.

One of the best solutions for polling is a tool that allows for conditional formatting—if the respondent answers X, then present Y—if they answer Y, present Z. This approach allows for greater insight into details. I recently picked up a far more robust and reasonable tool than Google Forms. While many of the free survey tools are adequate, to get next-level analytics and functions, I'd encourage exploring survey options. Formly works well for me and the clients I've introduced to the platform.

When using labels with rating scales, ensure that the poles and any other labeled points are equally balanced around the neutral/center point (e.g., Strongly disagree, Disagree, Neither agree nor disagree, Agree, Strongly agree). While you may find some who espouse even-numbered scales (as a way to "force" respondents to either agree/disagree), a majority of research leans in favor of odd-numbered scales, specifically because respondents can truly be neutral on many/most questions and forcing them to pick a side will skew the data. Finally, five- or seven-point scales have been proven to provide enough granularity and statistical power vs. scales with 9+ points.

By choosing relevant topics and clear questions. mainly people mistaken by writing long paragraphs. so is it advisable to be short and concise and use different poll generator platforms or AI tools for reference as well.

Test it! Send it to someone outside the organisation, would they get it? Chances are someone outside the organisation would have as much understanding of the question than your most disengaged current employee. Bit harsh, but they're also more likely to give you a response too!

Along the lines of avoiding leading questions, know that the results of any self-assessment questions (e.g., questions that start with "I know..." or "I understand...") will be artificially inflated. Respondents are more likely to tell you they know or understand something than they really do since there's a judgment aspect to the question. One way to address this is to put the onus on an accountable party instead. For example, turn a question like "I understand the new policy" into something like "The new policy has been clearly communicated."

The type of questions you want to ask and the insights you hope to obtain should all be taken into account when selecting the style for your employee engagement survey. Strategically combining several formats will enable you to better evaluate employee sentiment and engagement levels and collect a range of viewpoints.

Avoid leading questions: Ensure questions are neutral to gather unbiased responses. Use simple language: Make sure questions are easy to understand to avoid confusion. Keep it relevant: Focus questions on the specific aspects of engagement you want to measure.

Before launching the poll to your entire organization, test it with a small group of employees. This allows you to identify any ambiguous questions or technical issues that need to be addressed.

Timing is important particularly larger companies. If its sent before a big announcement or a major deadline it may get lost. If its sent outside of work hours or on a weekend be prepared for lower responses... Whether you like it or not!

Ensure that the questions in the poll are clear, relevant, and aligned with the objectives you're aiming to achieve. This means considering not only what you want to know but also why you want to know it and how you plan to use the data.

If you not sure how to construct and frame your questions, or how reliable your poll would be, then you can use time-tested and proven engagement questions such as Gallup’s Q12. The Q12 have been used since the 1990’s and is based on extensive years of research. Survey the employees semi-annually and any score below 3.5 would require attention.

If you're not going to act on the results, don't send the poll. Remember action can be communication, not making wholesale changes! If you can automate the thank you, great, but again not necessary if you're prepared to take action... Even for the 'losers' in the poll (or better put the lower scoring answers)

It is important to understand that engaging employees is a constant process, not a one-time thing. You can keep engagement efforts current and useful over time by looking at poll results often, keeping track of progress, and changing strategies based on new feedback.

As a former Communications and Engagement Program Manager, I understand the viTal role that anonymity plays in ensuring honest feedback from polled team members. If what you are looking for is honest feedback, assure employees of anonymity. Why? Because this encourages them to provide candid responses without the fear of repercussions, when creating an open communications’ culture. Anonymity is also important for several reasons: 1) Fosters and promotes transparency. 2) Reduces bias. 3) Encourages participation. 4) Addresses sensitive issues. 5) Builds trust. 6) Encourages constructive criticism. 7) Protects privacy.

There is no one-size-fits-all! While there are a nucleus of questions (with some variation in specific wording) that are commonly asked as part of employee engagement surveys, to get an accurate idea of how people feel, having a tailored, action-focused set of questions is best. Make sure you have questions that link back to your big goals and strategies as a business. Other important things to keep in mind are - to involve your stakeholders to feed into the design/test questions, to keep the questionnaire as concise as possible, and to ensure you include several 'open' questions too, as these can yield powerful, rich insights that can be helpful when it comes to taking action later.

Set a high standard. Polls and questionnaires are often build 'small and simple' to start, but be aware that you're also generating insights and data that can (and will) have value in the future. - use question sets that are scientifically / psychologically backed - create a mixture of open and closed questions - guarantee anonymity - use a third party, consultancy or vendor (optional, but needed when you want external benchmarking on your questions)

Great topic for discussion, as employee feedback is an important way to better understand the "reality" of how an organization and it's executives are managing the business(internally and externally). HOWEVER, I am hearing from many colleagues that a trend is forming where companies are launching "Anonymous" employee surveys, then badgering employees who do not respond.....So Much for "Anonymous" if Executives monitor who did or did not respond. It's not rocket science...if response rates are lower than desired, Executives need to get off their A--, and engage with employees directly to understand what is wrong, what needs to be improved, and cultivate an open, inclusive culture for the organization.