So, you've been given the results of your team's survey. Great! Now what to do with them? This guide will walk you through the steps to ensure you maximise the value from your team's feedback.
When you receive access to your results, it is important to understand the feedback before taking any further steps.
Firstly, check the participation rate of your team. You don't need 100% participation but the greater it is, the more representative and reliable are your results.
When reviewing the feedback, there are a few points to keep in mind:
- Are there any key themes? As an example, if the category of 'Leadership' appeared several times in your highest-scoring questions, this helps to identify some successes and positive feedback for your leadership team around these areas. However, should a category such as 'Internal Communication' appear repeatedly in your lowest scoring questions, this could identify a potential opportunity for improvement, helpful when identifying areas requiring improvement and action-planning.
- Do the scores confirm anything you already knew? As well as identifying themes, this can be helpful to confirm anything you may be expecting.
- View the feedback as constructive - feedback usually represents the reality of the situation or somebody's perception of the situation. Irrespective of whether you agree or not with the feedback, there is work to be done to either fix the issue or to change the perception of the person or people around them - because in the feedback giver’s experience, the situation is real enough to bring it forward.
- Most importantly, don't be defensive. It is the progress you need to focus on. Give your team the support and guidance they need to set them up for success. This will lift improvement in your team and your leadership, build openness and trust and make everyone take ownership in driving success.
Set-up a review session with your team
- Set up a meeting with your team to discuss the survey results – do this as soon as possible after your survey has closed. If possible do this in person and in a room where people will feel comfortable talking openly and honestly. Think about a day and time where you will get the most out of people eg don’t organise for 4pm on a Friday!
- Walk through the results with your team, asking your team along the way if they expected these results and were there any surprises.
- Create a climate of open dialogue about the survey results—express a desire to improve the work culture/environment and ask your team for their help.
- Give your team a safe environment—let the team nominate someone within the group to document suggestions for how you can improve your behaviors and/or the work environment. In some cases, you may ask a non-biased third party, such as HR, to help by facilitating these discussions.
Do you need to delve deeper?
- Ask Delving Deeper questions within two weeks of the survey closing.
- Show your team that they have been listened to.
- Show the immediacy of real time reporting by completing delving deeper quickly.
- Keep the momentum going and ensure the survey responses don’t go into a black hole.
- Get any clarification on detail from any questions
- Get solutions from your action plans
How to identify and agree actions
- Involve your team in selecting 2 or 3 items to work on (we recommend sticking to a small number so that you can make meaningful change). Choose those that your team agrees on as a group and keep the action plans simple and actionable. Generally areas to focus on will be something that:
- you are willing to put resources behind (money, effort, time, people)
- you feel optimistic about addressing and getting employees behind it
- where possible, is aligned with what your organization needs to achieve its goals and objectives.
- Action planning can be difficult. On one hand it can feel easy because your team is helping decide on the key issues to address and may offer constructive ways to address them, but it can be difficult because you may receive feedback.
- Solutions should come from your team – an action plan can only be successful if your team believes in it – let them offer the best approaches to improvement.
- If the items in need of attention include survey items about you (leadership) it is not recommended that you try and facilitate action planning—it is far less likely to work.
- Be strategic – pick items that, once improved, will also improve other areas.
- Once you and your team have agreed on the actions you are going to focus on, think about the next steps to get there. Have the team agree and assign an owner (this doesn’t have to be one person, it can be the whole team) and a timeframe for implementation. We encourage asking for volunteers so that you get employees who are truly invested in helping to address the challenge.
- Ensure you have regular check ins with team to see how the actions are progressing.
- Ensure that your actions are logged in the Action Management tool.
Working on your actions
- Encourage the Action Owners to start working on their action plans as soon as possible.
- Holding workshops can be a fun way to generate creative ideas for addressing a focus area. Encourage employees to work solo to generate as many ideas as possible, and then come together in groups to share their ideas. Once there are some really solid ideas, it’s a good idea to come up with a Plan including:
- Headline – what area of concern is it solving?
- How could this idea work?
- What are the first 3 steps to get this idea off the ground?
- Are there any downsides to this idea?
- What resources and time are required?
- Develop action plan with action steps, ownership and timelines.
- Lock in retest dates – do this when you are formulating your plan. Choose a date in 1, 2 or 3 months time – any later than 3 months and the correlation between actions in progress can be blurred by other influences.
- Don't wait for an action to be completed before Retesting.
- Retesting early and often will help you to course-correct.