How to implement the results from an employee engagement survey

employee engagement survey results

What do you do when you find out your employees don’t believe in your product, don’t value their leaders and wouldn’t recommend your organisation to work for? Believe it or not, it’s actually good news as it gives you the opportunity for improvement.

Once the results of an employee engagement survey are in, stay accountable, take the time to understand them and then take action. If you act on feedback, your team will feel heard and appreciated.

Share the results

Once you and your leaders have taken the time to deeply understand the employee engagement survey results, start by thanking your employees for their feedback, and communicate the results through your leadership team. Depending on the results, you may choose to roll out survey findings in different ways.  For example – document and publish the results, and hold meetings at departmental or workgroup level.

Act on it

Whether it’s an annual employee engagement survey or a regular pulse of the company barometer, action is critical. You run surveys because the leadership team genuinely cares about your workplace being a great place to work. Develop an action plan – from the top down. The organisation needs to identify and prioritise areas that can be improved, similarly so do regional managers with their local teams.

When setting the action points, don’t try to fix everything at once. Identify those that will have the maximum return, as well your ‘quick wins’. However, always ensure there is clarity about what is being tackled and achieved.

Be SMART about the priorities

Each and every priority needs to be SMART. That’s specific, measurable, attainable, relevant and timely. Prioritise what is the most important to your staff, what you have direct control over, and whether the benefits will be worth the effort.

Positive changes can come about as a result of employee engagement surveys; including improved communication between leaders and their teams, performance feedback, and the implementation of reward programs.

Lastly, don’t forget to set a date to review the implementation of your action plan, whether it is half-yearly or annually.

Rebecca Supierz leads the HR function at SEEK for three business units – Employment & Learning, Product, Development & Strategy and Finance. Before joining SEEK in 2013, Rebecca spent nine years in a diverse HR career at Telstra, leading teams across Global Contact Centres, Telstra Digital, retail and consumer as well as the engineering functions.

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