The most important action to take after you are clear on the results from an employee satisfaction or employee engagement survey is to ensure you develop a realistic action plan to address the highest priority areas of concern. I am assuming that you have already decided when you would communicate the results to the survey participants and whether or not you would wait to include the planned actions based on the survey in the feedback.
The first template helps you to describe and be clear on which areas you plan to address in making improvements to how employees experience their work environment etc. Specific actions are then selected and jotted down. (Always remember to make actions SMART – Specific, Measurable (what progress can be observed/measured from this action?), Achievable, Realistic and Time-bound.)
The second template relates to the regular updates that management typically expect from those who are managing the process of setting the action plans, actioning the plans and updating the plans. It focuses specifically on the agreed actions with a simple indication of progress. You can always add a comments column if your manager requires more details than the indicator of progress to date.
- Remember to communicate the survey results, the actions planned and action status updates to those who participated in the survey. It motivates employees to participate in future requests for input and establishes credibility in the process and management’s intentions to ensure a good working environment and fair and supportive treatment of employees.
- Don’t pick more than four areas to address. If you pick too many actions and areas to action you could easily be overwhelmed by the activities that need to take place on top of your normal day-to-day workload. It is important that you are able to show progress according to your plan – to management and to survey participants.
- Don’t survey employee opinion too often – this leads to survey-fatigue and your participation rate can drop. How often? Depends on the length of your survey. A short “employee happiness” check with about 10 questions or rated statements may be done on a quarterly basis. A full-blown survey with between 40 and 80 questions should not be considered more often than perhaps 18 to 24 months apart.
- Explain the context of actions from employee surveys. Most people dislike being expedited on the actions that they need to take according to the action plan. It is not always true that the individuals responsible for these actions understand how the action that he or she needs to take relates to the overall action plan and the employee survey. Knowing the context of their activities and how these activities relate to a greater cause can be very motivational and may simplify your job of ensuring progress on action plans.