Employee Surveying

CX-Ray, Employee Surveying

Need for workforce surveys

The demand for workforce metrics is increasing today. Now more than ever, global organizations are seeking insights that can help them predict and prepare for upcoming challenges. In today’s world finding and keeping talents is a key topic for the HR and management as well. However, it is impossible without knowing what’s going on within the work groups. On the other hand, not so many organizations find themselves efficient when it comes to workforce analytics.

Key factors in the success of any employee surveying projects have little to do with technology. Human factors are more determining. Obtaining high level of buy-in, clearly defining roles, knowing how decisions will be made, and a having a common understanding of the expected outcomes are critical. The success is highly influenced whether the project manager and the team can break through fixed ideas, and give up the old status quo.

Employee surveys are useless?

The biggest challenge is to master the execution of employee surveying. A poorly designed survey makes more harm than generating potential solutions. Asking questions that you are not willing to take action on results in disengaged employees. Not taking actions upon learning the results causes a great backfire. As Gallup states, the fastest way to destroy workplace morale is to ask team members about their opinions and then ignore their answers. Workplace surveys are meaningless and demoralizing unless organizations act on the results.

Key success factors of employee surveying

  • Meaningful results are produced when high number of team members take part in the survey, ideally all of the team members.
  • The project has to be done against a well-defined dead-line.
  • Dedicate a project manager who has natural authority within the organization and is an effective administrator.
  • The announcement of the employee surveying project is mission critical. Be clear about the goals and means, simple in style, and in synch with the company culture.
  • Employees feel more comfortable and respond openly when the data gathering process involves a third-party so they can be sure that responses are being gathered anonymously.
  • Incorporate a communication plan to increase participation and encourage giving honest feedback.
  • Encourage and support the team members, at times give them a motivational push.
  • Keep reminding employees about the goals and progress.
  • Distribute and explain the results. Discuss what results mean for business units, work groups.
  • Select a few key factors to work on in the future. Brainstorm about follow-up actions and improvements.

Why should you try social network analysis?

Empirical evidence shows that…

  • There is positive correlation between sociometric choices and frequency of interaction. One’s choices represent his frequent and real interactions.
  • Group members who are in more frequent contact with others have more accurate report about behaviour within the group. Real collaboration is reflected by strong peer relations.
  • People are usually inaccurate in reporting on their past interactions with other people. Therefore, we measure collaboration within a time window of a few weeks.
  • Aggregation of information in groups (called wisdom of crowds), results better decisions than could have been made by any single member of the group. Network analysis yields better results than extensive and time consuming interviews, conducted with a limited number of people.

Delivering happiness

The benefits of CX-Ray Solutions are the following:

  • SaaS solutions
  • No hardware or software to buy or to install
  • Short and smart survey with 3 items
  • Surveys take only a few minutes to be filled out by the team members
  • No time consuming interviews
  • Standard measurements with benchmarks and extensive mentoring
  • 360° degree results

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