6 Tips for Sharing Employee Satisfaction Survey Results

Most employees are fiercely involved in their work and take a great deal of care and time to respond to employee satisfaction surveys. Once they’ve contributed their time and thoughts, they will, in return, want to know that they’ve been heard, where the organization stands and how their individual thoughts compare to the whole.

For those reasons, it’s critical to share the results of a satisfaction survey in a timely manner. The longer the gap between fielding the research and delivering the results, the greater the chance of perceived problems such as cover-ups and and spin-doctoring. In a small organization a week may feel an appropriate interval. A larger organization may take a month and still be considered timely. However, no matter how large or how complex, a survey report that is presented a year or more after the fact will be severely criticized by employees.

The key driver behind the need for timeliness is your organization's information sharing culture – the grapevine. Although the research may be out of field, it will not be out of mind until results have been presented and digested by employees. If the hypothesis for the research was that there is a communication problem, each day of silence on reporting the results will be perceived as evidence that there is a communication problem. The notion that management doesn’t listen is amplified by a lack of reporting on the results.

The Basic Principles of Sharing Employee Satisfaction Survey Results

Be fast. The sooner you release results, the sooner you can stop the grapevine and take control of the message. (Not to mention put action plans in place for change.)

Be real. A company must present both its strengths and weaknesses to employees. Employees will see through attempts to embellish the bright spots or whitewash the blemishes.

Be flexible. Tailored reporting is a must. Senior management will need a summary and access to detailed results for the whole organization and differences between divisions or departments. Department managers will need to know how their division compares to the organization as a whole and how departments in the division compare to each other.

Be discreet. Rather than pointing out low-scoring departments to all department managers, let all department managers know how they fared compared to other departments via one-on-one meetings.

Be proactive. After the results have been presented, request input for action steps to improve those items in need of improvement or outline steps or processes that will be implemented to address the shortcomings.

Be general. Confidentiality of responses is key to garnering honest responses in future. Comments should be categorized and summarized. Verbatims within a small department may allow some people to guess accurately who made what comment.
blog comments powered by Disqus
Crimes in Design Webinar
Subscribe to our Monthly Newsletter