Now that you have surveys running, you might be tempted to pass off the task of reviewing survey feedback to your colleagues or HR personnel. Do not fall into that temptation!
As an organization leader, it’s up to you to set an example. After all, if you don’t show interest in survey responses, who will?
Consider the learnings from DDI, a top talent management consultant agency. DDI points to senior leaders as playing the role of a navigator, a person who "clearly and quickly works through the complexity of key issues, problems and opportunities to affect actions." Few things are as potentially problematic to a company as employee concerns, and leaders must be involved in the survey process to truly understand employee sentiment and bring organizational change.
At the same time, you should rally other managers and individual employees to help analyze survey feedback and add context to the rich responses you’re getting. You’ll be consistently pleased with the deeper insights you get from involving your entire team and the clever solutions that you’ll collectively create.
INVOLVE EMPLOYEES IN THE SURVEY REVIEW PROCESS
Few things make employees feel as valued as having their recommendations implemented. Survey feedback is a great opportunity to make this happen. When responses bring up problem situations, use this as a chance to gather employee suggestions to come up with a solution. This crowd-sourced approach will not only give you ideas you wouldn’t have thought of but also increase the chances of solutions being adopted. After all, if employees came up with the idea, they are more likely to like it.
Here are four tried-and-true ways to start this process:
- Share feedback: It sounds obvious, but employees can’t take part in solving the problem if they are not first aware of it. Schedule regular sharing sessions to keep everyone abreast of feedback.
- Encourage discussion: Ask your employees to talk about the responses. Do they agree or disagree? Starting the conversation helps to get them thinking about the problems and what the key pain points are.
- Ask for solutions: Oftentimes, employees may already have solutions in mind, but haven’t been asked. Asking for solutions starts bringing these ideas to the table and lets colleagues get excited and on board with the solutions.
- NO judgments: This should be a positive, collaborative process. Rather than knocking down ideas, encourage that all ideas be listened to. Certainly some might seem better than others. But you never know when that zany idea might turn into a brilliant one.