Business-oriented development through listening to the personnel

In the early autumn of 2016, Corporate Spirit examined the views of HR management on, among other things, the implementation and usage procedures for employee surveys. The questionnaire was answered by more than 120 HR decision-makers. The survey lends further confirmation to our view that despite the ongoing economic and social changes, it is vital for organisations to keep track of employee engagement, and to do so regularly.

Employee surveys are needed

According to respondents, the best practice is an annual employee survey that is supplemented with intermediate measurements. It was interesting to note that the so-called “vibemetrics” do not receive much support, since their usability is difficult and relatively low.

The employee survey supports business-oriented development and the implementation of various targets of development in different parts of the organization.

The employee survey provides information that supports business-oriented development and the implementation of various targets of development in different parts of the organization. Therefore, it is especially important that in each unit people get to develop the specific matters that have been raised in that group. In such cases, the traditional pulse measurement, which is the same for all, is not necessarily the best solution. For some teams the questions may coincide with their own development goals, but for most this is not the case. The best solution, then, is a team-specific SnapShot express survey that focuses specifically on the particular development targets of one’s own team.

Results are presented, but development is tough

Another encouraging outcome of our study was the finding that the results of the employee surveys, almost without exception, are gone through throughout an organisation. The majority even define the development needs at the management team level, based on the results. That is, the processes appear to be in order, until the time comes to get down to the practical work. There are several kinds of reasons for this.

Many respondents expressed wishes for senior management to be more committed, for better monitoring of development measures, and for more user-friendly tracking tools. Many organisations are hoping: “The tool should be an easy and practical help to supervisors, it doesn’t seem like pointless bureaucracy.”

Ease of development strengthens results

Our own analyses too show that the writing up of development measures based on the results of the surveys, and team-based follow-up measures, are directly linked to the following research-session results. The process for making use of the results should be sufficiently light and clear. It is also important to systematise the specification of development targets and tracking of them, in order to shorten the payback period for the investment in the survey.
We are continually developing our services in order to improve working life in Finland. The survey we commissioned showed that we are on the right track, and doing the right things. We also got some good tips for thinking about the future. Let’s get together over coffee and talk about how to get the untapped potential out of your organisation – contact us!