Collecting feedback from your employees is a big step towards making positive changes in your organization. When it comes to increasing employee engagement, well-being, and development, collecting feedback is just one step on the way.
For your organization to continue to grow, an important step is to act on the feedback you receive. Managers are the key persons to improve an organization’s people’s success and engagement. In fact, 70% of the variance in employee engagement is due to the manager. In this handbook, you are going to learn what the employee engagement report looks like and how you are recommended to work with the survey outcome with your team.
As a manager, you will have access to your personal report as soon as you have answered the survey yourself. You will also have access to your segment’s report when the minimum number of employees (normally 5) have answered the survey. A segment can be a team, a department, an office location, etc.
The report will update in real-time gradually after more employees within your segment answer the survey. The employees will always be anonymous.
In the segment report, you see an engagement index for your group. This index represents the segment’s overall survey result. A high value means great conditions for strong performance and high productivity.
Further down in the report, you will see different drivers. The drivers are the core of engagement and wellbeing. You will see which drivers your segment has rated the highest, lowest, and the drivers in between. The score connected to each driver is an aggregated score based on the score of the question that belongs to each driver.
Below the drivers, you will see the eNPS score for your segment. eNPS stands for employee net promoter score and is a way for organizations to measure employee satisfaction. eNPS consists of one question, “How likely is it that you would recommend your employer to a friend or acquaintance?”. To read more about how eNPS is calculated, hoover over the information icon (i).
Eletive’s guidelines on how to interpret your eNPS:
0 – 20 = Good
20 – 50 = Very good
Above 50 = Excellent
At the bottom of the report overview, you will see the participation rate. Keep track of the participation in your segment as soon as you have access to the report to remind them of the survey. You should always aim to get as many respondents as possible.
To see which questions that belong to a driver, click on the driver. In the driver overview, you will see an overall index for that driver and a list with the connected questions. Each question will have 2 bars. The green bar represents the segment’s answers and the grey represents the benchmark. The benchmark is chosen by your organizational administrator. You can also see the trend for each specific question and the distribution. The distribution tab is a great way to be noticed of how the employees answered a specific question. Hover over the different bars and trends to see the value.
All questions offer advice for managers. Read the advice, get inspired, and get more knowledge on how to engage and work with your employees further on.
How to work with the results
It’s important to continuously share and discuss the survey result with your team to keep your employees committed and involved. We do recommend sharing the results at a monthly, bi-monthly, or quarterly meeting. If you measure less frequently than this, it’s recommended to share the result with the team once the survey is closed. Before the meeting, you are recommended to analyze the report and to read the advice so that you are well prepared for the upcoming meeting.
During the meeting, it’s recommended to ask open and non-judgmental questions. The employees should feel encouraged to speak their voice if they want to. The goal is to make everyone in the team feel ownership of the survey outcome as well as the action plan. This will create higher engagement and increase the chances for the team to reach their objectives.
These 3 steps are recommended to acknowledge where we are:
- Show the results to the team
- Highlight and celebrate the strengths
- Call out one area the team should focus on to improve
These 3 steps are recommended to collaborate on where we want to go:
- Break down the focus area to actions that the team can start, stop, or continue doing to reach the goal
- Start a dialogue around possible solutions by asking for everyone’s help in the team and state commitments openly to create accountability
- Identify 1-2 changes the team should focus on. Keep them short, clear, and simple!
Based on the discussion outcome, you should create an action plan together with your team. Proceed by:
- Click on Segment in the navigation menu
- Click on the Actions tab
- Click on Create New Action
- Enter what you want to name the Action
- Enter a description of the Action
- Connect a certain driver to the Action (if applicable)
- Make the Action Public
- Set between 2-3 Action items based on the goal
- Choose deadline
- Add responsible parties (if applicable)
- Click on Create
Continuous work with actions
When the action plan has been made, it’s important to keep it up to date. It’s recommended to schedule 10-15 minutes on every monthly/bi-monthly/quarterly meeting with the team to update the progress. Regularly prioritizing check-in's and making real-time adjustments with the team ensures that the team will sustain its focus and make progress further on. To adjust the progress, proceed by:
- Click on the name of the action you would like to edit
- Check off the completed action item and the progress will automatically update
When working on completing the action, you can set a status depending on how the progress goes. You can choose between: On track, Behind and At risk.
The best actions can be taken when managers own the responsibility to work with their team, that’s because managers know their teams best. Try to avoid these 4 common pitfalls along the way of taking meaningful actions:
Taking the survey result personally
Employee feedback is a gift! Embrace the survey outcome as an opportunity to do
changes for the better
Getting lost in the negative
Remember to celebrate the positives and neutrals, these insights contain
important information about strengths to contain
Creating an action plan without input from the team
Managers do not know all the answers. Embrace open discussions about the results
to get access to untapped knowledge that’s priceless in the process of making a
meaningful action plan. This way you will also create greater ownership of the results within the team
Taking too many areas for improvement at the same time in the action plan
One of the biggest reasons why managers fail to take action is that they have too
many priorities at the same time, the action plan becomes unsustainable. Focus on
one area at a time to maximize the improvement in the long run. Make them short