Many employee surveys are missing a few key elements that tend to link to positive organizational outcomes. Gaining these insights from these items and dimensions can enhance an organization’s long-term success.
Employee surveys have long been a tool for organizations to better understand their strengths as well as areas of weakness. A well-crafted survey solicits important feedback from employees, which, if acted upon, better positions an organization to thrive.
Yet too many surveys are missing critical components that centers around the employee’s perceptions of organizational performance, place within the organization, and their future. There are four aspects that if included can enhance employee surveys:
1. Internal Functioning
Of the four listed here, this is the one you’re most likely to see on exiting surveys. Typical items may ask whether the organization is effectively managed and well-run, whether processes are efficient, or if the organization makes good use of resources. This is often used to make sure that employees have what they need to do their jobs. When employees are frustrated with the day-to-day challenges of getting their work done, not only is it a sign of inefficiency, but employees tend to look for opportunities elsewhere. The best predictor of customer satisfaction on an employee survey is the ratings given by employees on being able to resolve customer issues quickly. By focusing on these metrics, organizations can identify bottlenecks or areas of waste, enabling them to streamline operations and improve overall efficiency.
2. Asking Employees to Weigh in About Company Offerings
Unlike internal functioning items, you’ll not find this on most employee surveys. Yet organizations that ask employees what they think of the company’s offerings – if they think they are high quality, attractive to the marketplace, in demand, or a good value – can be very useful information. Employees have a unique perspective about the underpinnings of your products and services, so their opinions matter. Understanding whether employees believe in the products and services they are developing and selling can provide a clearer picture of market strength. Moreover, when employees feel proud of the products and services they work on, especially when it is put into the context of “serving a higher purpose”, it boosts their engagement and motivation. Additionally, identifying areas where employees see room for improvement can guide necessary changes and innovations, ensuring that the organization remains competitive and relevant in the market.
3. Understanding the Employee’s Perception of their Future
Simply put, do your employees see themselves staying at your organization long-term? Like internal functioning, you might see this on some surveys, as many organizations are trying to prevent regrettable turnover. The key to understanding this data, and acting upon it in a meaningful way, is to ask about whether employees see opportunities for growth and advancement. Items might explore whether employees feel supported in their career development and if they perceive the organization as a place where they can achieve their long-term goals.
4. Ensuring Continuous Skills Development
While this may sound similar to the last bullet, there is a nuanced difference that employee surveys often don’t touch on. Do employees believe that they are developing the skills they need to remain competitive in the job market? Too many employers fear that training employees will result in them quitting. Yet not training employees tends to result in two bad outcomes; either talented employees leave to seek the skills elsewhere, or untrained employees remain, unable to fulfill their roles to the best of their ability. Additionally, ensuring that employees have access to ongoing development opportunities is key to maintaining a skilled and adaptable workforce. Employees who feel like their skill are out-of-date and don’t see the potential for opportunity elsewhere tend to stay within the organization. Employees who feel that their training opportunities are keeping them sharp tend to stick around, for by staying they able to keep up their skill set. Asking employees if they feel prepared for opportunities both within and outside the company can actually build trust and loyalty, as employees will appreciate the organization's commitment to their professional growth.
