¿Cuál es la mejor manera de hacer un seguimiento de los empleados después de una encuesta?

Employee survey results should be communicated to the employees, as transparently as possible. Else, share next steps/actions that are being taken as a result of the survey. Otherwise, it’s just meaningless and futile activity for the team.

At ReEmployAbility, we do an annual engagement survey followed by Focus Group meetings of about 5-10 employees each to discuss everything that came from the survey. We follow that with monthly Pulse Surveys which are addressed during our monthly company meetings. For 2024, we will be adding a second round of Focus Group meetings mid year to address Engagement Survey results with new employees and to revisit top items from our pulse surveys. This cadence has worked well for us and helps us to educate our employees about the "why" behind certain polices and processes.

Surveys are useless if not properly structured on the object to be surveyed with preplanned follow-up steps on all possible expected outcomes. After the survey results, let's thank the participants and share all outcomes whether they met or not the expectations of the organization. Share organizational way forward on points that need to be developed stepwise till their achievement and keep follow-up Monthly, Quarterly, or as planned.

If employees have agreed to participate actively in a survey, make sure the time taken to complete the analyses is short. Present the results to management and collectively assess the gravity/importance of each issue raised. Separate these into short-term and long-term. From the short-term, identify the easiest to undertake which will could win the confidence of the team. Then map out the rest in order of priority and get the buy-in from management, including timelines, cost and implementation details Get key personnel involved in the dissemination to various levels as well as the programs needed to be underaken. And finally, put in a measurement system in place that will enable the progress to be visible seen and felt...

Following up with employees after a survey is crucial for demonstrating our commitment to their feedback and fostering a positive culture. Express Gratitude: Thank everyone for their participation. Highlight Positives: Share positive survey trends and strengths. Address Concerns: Acknowledge and outline steps to address identified issues. Provide Updates: Communicate changes made based on survey findings. Encourage Communication: Invite ongoing feedback and maintain open channels. Set Expectations: Clarify timelines for improvements and future actions. Seek Input: Ask for suggestions on future survey topics. Celebrate Progress: Acknowledge positive changes. Establish Check-Ins: Plan regular updates and forums for ongoing communication.

Sharing next steps is most important part post survey with key milestones so that employees can witness the seriousness from management in improving the overall culture of the organisation. Action plan can be divided in short and long term plans with clear timelines and expected outcomes in line with survey results.

Based on the rollout communication strategy. A tool should be developed to develop action points on critical findings. The tool designed for action points should ensure that all employees are involved. This will enhance engagement and also support the implementation of action points.

After sharing survey results, outline the next steps in a straightforward manner. Clearly communicate the actions to be taken based on feedback. Define specific initiatives or changes to address identified issues. Assign responsibilities and timelines to ensure accountability. Encourage employee involvement in the implementation process. Provide regular updates on progress and celebrate achievements. Foster an open-door policy for ongoing feedback. Emphasize that their input continues to shape positive changes. Reinforce a collaborative atmosphere, assuring them that the organization is committed to continuous improvement for the well-being of all team members.

To follow up on the results is critical, a rough plan would be enough to be communicated in the "share the key findings". How to debrief the result, how to collect feedbacks, how to come up with the actions..., these detail hows can be discussed and aligned among management team. One key here is MGT team takes accountability to drive the how questions.

After conducting an employment survey, it is vital to communicate the next steps to employees for various reasons. Transparency and trust building are facilitated by clear communication, ensuring employees feel valued and respected. Managing expectations is crucial to prevent confusion and anxiety, and engaged employees are more likely to participate in future initiatives. Clearly outlining the next steps motivates employees, boosting morale and aligning actions with organizational goals. Communication also facilitates change management, helping employees prepare for and adapt to potential changes. Ultimately, explaining the next steps encourages ongoing feedback, collaboration, and a positive workplace culture.

When seeking additional insights from employees, emphasize their individual importance and the specific reasons for their selection. Highlight the confidentiality measures in place to protect their identity, ensuring a secure environment for open communication. Clearly outline diverse options for contribution, such as follow-up interviews, focus groups, or written feedback. Stress the positive impact of their insights on strategic decisions and organizational initiatives. Approach them with openness, empathy, and flexibility, offering channels that match their comfort level. This approach, balancing value for their voice and inclusivity, guarantees a secure, accommodating process for their meaningful contribution.

During the follow up action session, it is an opportunity to get more honest and open inputs and the same provide insights from the management perspective. It is key to understand the demographic of our employees to determine how are we going to conduct the follow up dialogue sessions.

Encourage ongoing feedback by expressing the importance of employee voices. Send a follow-up email or conduct a brief meeting, thanking them for their survey input and highlighting its impact. Invite suggestions and opinions on specific areas or any additional concerns. Provide various channels like suggestion boxes, regular feedback sessions, or anonymous forms. Ensure a safe and non-judgmental environment for open communication. Emphasize that their insights drive positive changes. Regularly communicate that feedback is valued and actively used to enhance the work environment. This continuous loop of communication fosters a culture of collaboration and improvement within the organization.

Employee engagement is a continuous process — what you do as the curtains close on your current survey round will set you up for the next one. First and foremost, communicate that your survey round is over, and outline the key actions your organization will take to address current needs. Then, you’ll need to ensure goals and action items you set during the survey process don’t fall out of sight or mind once you’ve finished collecting data on your employee experience. Part of this process will involve making time for regular check-ins, communicating how you’re doing in all-hands meetings, and instilling department and team-level ownership over goal progress.

In my perspective, soliciting additional feedback post-survey is a proactive and inclusive approach. It signifies an ongoing commitment to employee input, acknowledging that opinions are dynamic and varied. By inviting continuous feedback, the organization demonstrates a genuine interest in adapting to evolving needs and concerns. This not only empowers employees by giving them a continuous channel for expression but also allows the organization to stay agile and responsive. In essence, it transforms the survey process from a one-time event into a fluid dialogue, fostering a culture of open communication and shared responsibility for organizational success.

Acknowledge employees' contributions by publicly recognizing their efforts. Send a personalized thank-you message highlighting specific positive contributions mentioned in the survey. Consider creating an employee recognition program, featuring a "Employee of the Month" or similar initiatives. Provide small rewards like gift cards, extra time off, or a simple thank-you celebration. Celebrate team achievements collectively to boost morale. Ensure that the recognition aligns with individual preferences, making it meaningful for each employee. Regularly express gratitude for their hard work and dedication, fostering a positive and motivated work atmosphere.

The main Zist of doing any survey should be the “Result”. It has to be clearly explained on to why the survey is being done and most importantly what is the outcome of it. Employee should see why he/she put time and efforts to complete the survey and how is it a value add. It’s a human tendency to see what are getting in return be is positive or constructive feedback to learn and grow or rewards or recognition.

Recognising the employees' contributions and or their feedback is very rewarding on its own, it creates the sense of belonging and being a valuable asset to the business. If the feedback provided by the employees is taken into consideration and the necessary changes/improvements implemented, that's very great, too, as the employees have the pride for having contributed to the solution, this activates the owner's mentality.

In my perspective, recognizing and rewarding employees based on survey feedback is integral to fostering a positive and motivated workplace culture. Acknowledging contributions, whether through formal recognition programs or simple expressions of appreciation, reinforces the value placed on employees' input.

if ideally a working group from the many coworkers is driving the plan, MGT team needs to give enough attention and support to the group, and to acknowledge the progress and milestones, as well as steering the work when stagnating. One MGT team member to sponsor the group would be needed!

Evaluate employees' performance post-survey by setting clear and measurable goals based on survey feedback. Establish key performance indicators (KPIs) tied to identified areas for improvement. Conduct regular check-ins to assess progress and provide constructive feedback. Utilize performance metrics, such as meeting targets or enhancing teamwork, to gauge success. Recognize and reward achievements aligned with survey goals. Encourage self-assessment and open communication to address challenges. Adjust goals and strategies as needed. Regularly revisit survey results to ensure ongoing improvement. This systematic approach ensures continuous evaluation, fostering a culture of accountability and growth within the team.

I wouldn't agree more. Measuring and evaluating sends out a very good message to employees that the employer took the issues that were picked by survey so seriously, hence the remedy/improvements implemented and now the interest in measuring and evaluating the impact of the the improvement initiatives.

In my perspective, the process doesn't end with the survey; it evolves through continuous measurement and evaluation. Tracking the impact of implemented changes allows for a data-driven approach to organizational improvement. Regular assessments provide insights into the effectiveness of initiatives, helping refine strategies and address any unforeseen challenges. This iterative approach to measurement ensures that the organization stays responsive and adaptable, aligning ongoing efforts with the evolving needs and expectations of the workforce. By embracing a culture of constant evaluation, the organization can demonstrate a commitment to sustained improvement and employee-centric decision-making.

The actins aligned should be SMART, should be communicated to the organization, and the progress should be shared regularly not only to the MGT, but to the organization.

Any kind of survey is mostly based on historical data. This would mean the survey and any interventions are dynamic by its very nature. Keeping this in mind mean that interventions should be adapted or adjusted as it progress in the business. Measuring and evaluating the implementation on a continual basis is a critical step because it will ensure the tine and efforts that was put into the survey yield positive results.

If any company or organization needs an employee survey to find out if employees are happy or about culture, then it is too late and all managers-Top, Middle and Bottom should be terminated. Afterall having the pulse of the organization requires management to be invoked by walking the floor, meeting and talking. Listening.

NEVER EVER survey your employees unless you are committed to responding positively to the survey results. If you plan to compare survey results year to year make sure you ask the same questions the same way. Otherwise you won’t be comparing apples to apples. If possible, form an employee council to consult with their peers to prioritize their requests. That way, the workforce will see you did commit to respond and will help preserve the integrity if not all requests can be filled.

Conduct focus group discussions to drill down the pain points of the employees for the lowly scored survey questions; allow employees to come up with SMART action plan to close the gaps/opportunities for improvement identified. Regular check-ins with employees to provide feedback and support open communication.

After each cycle, it's crucial to implement a stop-and-restart moment. This might involve the CEO highlighting action plans resulting from the survey, addressing actions indirectly taken in response to employee needs, closing the loop, and making a commitment for the next cycle. This could take the form of a conference call, a newsletter—something that communicates the actions, emphasizes the commitment to employee engagement, and sets a clear direction for the next cycle. Without establishing a North star, distinguishing one cycle from another becomes challenging, especially considering the various changes that can occur personally and professionally between one cycle and the others.

It’s important for organizations to regularly survey their employees. But I’m often asked how often the organization should conduct employee surveys. Like most things that matter, the answer is “it depends.” If the organization fails to take action on a survey but then conducts a follow-up survey, the response rate will plummet, and the employees who do respond will be negative. “It depends” because employees must see that the organization has taken action before the next survey. This could be in a year or two, or sooner (e.g., pulse surveys). The organization should share survey results, develop and publicize an action plan with milestones (including when it will report on progress) and then follow through. Then it can re-survey.

Repeatedly remind employees that the actions you are taking are in response to their feedback. Sharing your action plan only once or twice per year is not sufficient. Without reminders, it's easy for leaders and employees alike to forget the connection between the feedback and results. Help employees make the connection.

In my experience, what works well is 1) share the outcomes/ scores 2) prepare action plan 3) measure the impact 4) review action plan 5) make people accountable for the outcome of action and reward 6) repeat the survey

Employee surveys can be a very useful tool, but make sure you are ready and willing to take action on what you learn. Have an open mind and when reviewing results seek to understand - not defend or explain. Finally, usually there are a lot of things that will come up as opportunities or challenges in the survey results. Prioritize - you can't do everything at once! Pick two or three things you can accomplish quickly to show the employees you listened and are willing to address things. Then pick two or three things that will take 3-6-9 months to work on and develop a plan. Share the plan, talk about progress regularly, and be prepared to adjust the goal over time if your business needs change. Communication is key!

Continuously improve employees by implementing a feedback loop. Regularly conduct surveys to gather insights on progress and identify new areas for growth. Analyse results and celebrate successes. Use feedback to set new goals and refine existing strategies. Provide training or resources to address specific areas needing improvement. Encourage open communication and regular check-ins to monitor progress. Recognise and reward consistent improvement. Foster a culture that values learning and development, empowering employees to contribute ideas for ongoing enhancement. By consistently seeking feedback and making targeted improvements, the team collectively evolves and excels.

- Use the data/ results as a conversation starter - Stay curious and deep dive in a way that encourage people to open up (think focus group or speaking to the influencers within the orgainsation) - leadership team being prepared to be vulnerable - be prepared to answer some tough questions