Coaching Effectiveness Survey


While it is a good idea for coaches to periodically discuss how well the process may be working for those that they are coaching, it is also a good idea for HR/Learning and Development to get feedback on the coaching program on an annual basis. Occasional informal feedback from the person being coached to the coach directly may help the coach improve the person’s coaching experience and outcomes reached. A formal annual survey helps the department responsible for managing and monitoring the coaching program to understand a few things:

  • General questions that coaching participants may still have about the process or program objectives
  • How to improve the training of coaches to improve developmental outcomes
  • How well the relationships are working between coaches and those being coached. Perhaps an intervention may be needed in cases where a high level of dissatisfaction is recorded?
  • Whether the coaching process is working well in general – meetings are held on a regular basis and the right topics are being discussed.

The coaching effectiveness survey contains questions you may want to consider for your annual survey and it also contains some suggested wording in an email to those who are being coached to introduce the survey and its purposes.

The coaching effectiveness survey  link

Gather the survey feedback and analyze it for overall coaching program effectiveness, but also look at individual responses to see if anyone is having a particularly negative view about his or her coach or the coaching process.  When you take action on individual responses pay close attention to the confidentiality statement you put in the email that went with the survey. Do not reveal someone’s input to his or her coach unless it was expressly established that the survey respondent consent to this course of action. Also use the information gathered from the survey to improve your orientation slides for the next coaching program and to improve future training you offer to coaches.

Other coaching resources that may be useful for setting up your coaching program: preparing for coaching, coaching questions, coaching program orientation slides.

Internal Communication Effectiveness SURVEY


comms

Employees should receive regular information about the company and should be informed about planned changes, successes in the company and how their efforts have lead to good outcomes and wins for the company. Managers also need to be heard and have their views, goals and plans shared with employees who can help them achieve the planned successes. Employee opinions and feedback should also be captured and reviewed by managers to enable better decision-making and improve in areas where company actions or activities are not as effective as originally planned.

Ensuring that employees receive important and relevant information about the company on a regular basis and in the right ways is mostly the responsibility of the HR function. In some cases HR shares this responsibility with the Communications department.

Internal Communication Effectiveness Survey  link

Effectiveness of internal communication should be evaluated periodically. I would not repeat a survey like this one on a monthly basis unless you are going through a specific change initiative in this regard and would like to ensure you have a good understanding of how well your change process is going. Once per year or once in 18 months should be a good evaluation period. Keep it short to optimize your chances of getting good feedback and a high level of participation.

Tips:

  • Ensure your questions are specific and simple – survey respondents should know what exactly you are asking about. Do not combine more than one question into one.
  • Always make a post-survey action plan and share that with survey respondents and other stakeholders in the success of internal communications.
  • If you are an HR Director or in HR Management – stay close to the creation of internal communications. Read everything before it is released or published internally in your area of responsibility. The tone of communications and the contents of messages that are sent into the company very closely link to how employees are interpreting how the company’s management “feels” about them and you will often find disconnects started with some internal message that was misinterpreted.

Feedback from internal customers on HR Function SURVEY


In the same way that companies would approach external customers to gather their views on what is going well and what needs improvement (customer satisfaction), the HR function should reach out to its internal customers to find out how satisfied they are with the services and support that they receive. It is true that there are more than one model for HR service delivery, but that does not change the fact that it is wise to gather feedback on the services and support that you do provide given the structure and focus for HR in your company.

The HR function is often guilty of focusing its developmental and improvement efforts exclusively on helping other departments and neglects using those same skills and expertise to improve the HR function as a whole and developing the people who deliver the HR services to others.

The HR Function Feedback Survey can help you gather the information you need from your internal customers to help you identify specific areas of excellence in HR and also those areas where improvement may be needed. When improvement is needed it will often imply additional training and development of some HR representatives and may also  include communicating the HR vision and goals more clearly within the HR function. Remember to recognize and reward those who were part of delivering excellent services when you review the survey results.

Tips:

  • Do be sure to provide survey participants with feedback on the outcome of the survey and the actions that you plan to take as a result of the survey. This motivates participants to continue providing you with valuable feedback in the future.
  • Create an action plan and communicate that clearly within the HR function so that everyone understands which areas you plan to address and how you plan to do that. It may help to set specific metrics around your planned improvements to make it easier to report progress.
  • Regularly update stakeholders – internal to the HR function and those who are internal customers in your company – on the progress of improvement efforts as you implement the post-survey action plan.
  • Remember to celebrate successes (milestones and outcomes achieved) and be prepared to add additional actions to your plan in cases where your improvement efforts are not reaping the results you had planned for.

The HR Function Feedback Survey link

Exit Interview Template


There are a few reasons that employees leave companies and some of them may not be voluntary in nature. The exits that you were unable to plan for will mostly be the ones that cause you sleepless nights. What if one of your star employees suddenly resigned? What if a very successful leader in an important role suddenly decided to leave the company?  I am sure your main concerns would be around the potential impact to the business and how could that have been avoided? Was it avoidable? Will others follow?

The Exit Interview is a great way to gather feedback on employees’ decisions to leave the company and what next steps they are planning to further their careers elsewhere. This structured interview can greatly support your ability to narrow down the reasons for the exit and whether you have any large internal issues to address to avoid more people leaving the company.

Exit Interview Template

Tips:

  • You could  choose to use this as a survey which the departing employees complete independently. I would however recommend that you ask these questions as part of an exit interview conducted in person as it offers the opportunity to ask follow-up questions to clarify answers to make sure you really understand the factors that led to the decision to leave the company.
  • There is a good chance that the departing employee may not tell you the truth. Sometimes they are afraid you may give them a bad reference in future if a prospective employer called you up. Other times they may be worried about being the whistle-blower on an existing organizational issue in terms of potential impact on any friends they still have at the organization. It may be worth considering the use of an outsourced vendor to gather feedback from departing employees before or just after they have left.
  • Do take the time to review feedback received from exit interviews to determine whether you or anyone else at your company may need to take actions to improve a situation, revise benefits, improve communications to employees on specific topics etc. These actions may be exactly what is needed to avoid other employees from leaving for similar reasons.
  • Mind confidentiality around these interviews. Be sure to be honest with the departing employee on who will get to know about the information shared and stick to the agreement.
  • Talk to those employees who remain with the company and make sure they understand how much you value their continued service and loyalty to the team/organization. When a prominent person leaves – whether a subject matter expert or a much-liked leader – people may start wondering about their own careers and consider leaving too. Taking employee retention actions and communicating especially to those in key roles will go a long way towards putting people’s minds at rest.

It is never easy when you lose good employees and respected leaders and experts to the competition. The best you can do is make sure you learn from the event and take the actions you need to avoid recurrence of an unplanned exit.

New Employee Survey Template


new survey

A New Employee survey is a great way to gather input in a structured way; answering the question : How successful is your on-boarding process from the perspective of the newly hired person?

You should of course use the template I am sharing mainly as a guideline. I am sure you can think of items you would like to add or change or remove. The objective of the survey is to capture data over time to see if the changes you are making to improve on-boarding is gradually increasing the scores and yielding more positive responses going forward. If you track more than one location you can also compare the results to understand if there are any location-based differences in new employee experiences and how you can ensure a consistently great on-boarding process across all locations.

New Employee Survey

Most of the time I see these kinds of surveys run on services like http://www.surveymonkey.com  If you find it too daunting to setup such a survey online, use a paper copy of the New Employee Survey. The important part is to gather the data you need to enable decision-making and identify improvement actions to take around your on-boarding process.

Tips:

  • Don’t make the survey very long or you will risk lower response rates, questions skipped or repeated answers.
  • Watch out for questions that seem similar which frustrates survey respondents.
  • Make sure you are asking questions which would generate answers that can be actioned. For example I advise against asking “Did you feel good on your 1st day at the office?” If the survey respondent answered “no” you would have limited ability to impact the responses from future new employees.
  • Do take the time at least once per quarter (or shorter time periods if you are hiring several people) to review, analyze and summarize the results obtained from the New Employee Surveys. That way you can be sure you are able to spot trends and identify specific focus areas for you and your HR/Learning and Development teams to address and improve upon going forward.