Why are surveys continuous and uninterrupted?
If you are in this article, you do not understand why the surveys are continuous and why we answer the same questions several times.
First, let's understand the traditional survey model of "engagement" or organizational climate.
It is pertinent to understand that in the more traditional model we developed surveys to receive a set of information based on a specific topic and with this information in hand, we created an action plan. With this, we worked on this action plan. And a new survey was carried out after a period to understand if the action plan was effective and if the metrics changed according to the new answers.
In this traditional model, we usually use two survey models:
Organizational Climate Survey (annual or semi-annual);
Pulse Survey: pre-selecting questions and topics.
It is common for companies to create an annual/semi-annual climate survey based on themes focused on organizational climate. When this result is received, the companies' HR analyzes the data and develops an action plan that is presented to the leaders of these teams. In some cases, there is a partnership with the leadership to make the plan. In this scenario, we will only understand if the adopted action plan had a positive effect on all organizational climate metrics in a new annual/semi-annual
survey.
Some companies that have already evolved a little the work process do not only use the traditional climate survey. They usually work with instrument tools to carry out some pulse surveys with themes already determined to follow the evolution of the action plan that has been prepared.
For example: let's assume that a given leader or area presented a more weakened recognition metric during the climate survey, so we may well draw up a pulse survey with this recognition theme to be applied during the months and follow the evolution of this topic.
However, this pulse survey model does not connect to climate survey. So annually/semi-annually, we will conduct a climate survey when we will probably discover that despite the improvement of the recognition theme, another theme that was not being worked on in the pulse survey, for example, personal growth, worsened.
Using these two models, it was not possible to understand how was, in real-time, the feeling of a team concerning the pillars of engagement. Much less listen to the opinion of employees regarding these issues continuously and comprehensively. Not to mention that it was still necessary to conduct an annual survey with several questions, making this moment tiring and inconsistent (since the vast majority of people can't wait until the survey is over to resume their work).
We don't even need to mention when the company itself does the survey using a proprietary tool that does not guarantee people's anonymity.
We joke that in the new model is better to ask the way than go astray!
All right! But after all, what are the benefits of working with this new survey model?
The TeamCulture platform works with the benefits of the pulse survey technique, always bringing a 360° view of a climate survey without making it tiring for people.
The great advantage is that even if the leader or the company creates an action plan to develop some more fragile theme, we can track all the metrics in real-time and it will be possible to understand if that action plan is not only improving what it should but if it is not hurting another also important pillar of people's engagement.
Even if the leader does not develop an action plan for improving engagement topics, he/she still manages to track and understand what is happening in his/her team. So, if something becomes very critical, he/she can take the appropriate actions to improve the work environment and ensure better teams' productivity.
Okay, but I still do not understand why the questions are repeated from time to time.
We always evaluate what are the employee's feelings regarding a topic at that moment, so we do not work with data looking in the past but for what is happening NOW! In this way, it is possible to track whether a given event has improved or impaired the engagement of a team.
Therefore, it ends up being a much important tool for today's leaders, who, besides following in real-time the teams' feelings, are always tracking the evolution and fall of the metrics, and can take advantage of the qualitative feedback channel (opinions) of the subjects to help their team.
Imagine that in a month you have not received any feedback. You will probably understand that the frequency of feedback is low. The next time you receive this question, your leader is working on a routine of feedbacks with the team and among the team, probably your answer will change the next time this question appears. That way, we will always catch your feeling at that moment.
Also, we don't just ask about the topics we want to hear, we will always pay attention to all the themes that are important to ensure people's engagement (based on market researches), even if this metric is the most impaired.
Going beyond just using the tool for surveys, build a new habit to develop engagement.
When leaders start to make a habit of developing engagement and not just measuring organizational climate metrics is the highest level of maturity of a company. Of course, this will depend a lot on the maturity and working model of the company. You can contribute with your leader and the company to make this indeed come true.
Leaders must create routines to respond to qualitative feedback and structured meetings to discuss the topics. They should also draw up action plans and, especially, understand how to contribute to, jointly, improve our work environment, remember to work constructively.
Talking to your leader and saying that structuring routine is meaningful, or even asking him/her to say when they will respond to the written feedback is important. Then there are no expectations and frustration, we do not imagine that something is dropped or that our opinion does not matter.
Leaders can also create routines to exchange experiences with each other with the support of their HR to help advise leadership with techniques and practices that can be used to truly help teams.
Remember that no action plan will solve anything right away, but it is extremely important to understand if these plans or actions are impacting teams, or if even metrics are being undermined by lack of action, contribute to your leader and the company to build an amazing work environment! We will deliver business results with purpose.
Do it differently! Let's Question, Act, and Evolve. Talk to our team right now using the side chat or take the opportunity to read more about the platform.
First, let's understand the traditional survey model of "engagement" or organizational climate.
It is pertinent to understand that in the more traditional model we developed surveys to receive a set of information based on a specific topic and with this information in hand, we created an action plan. With this, we worked on this action plan. And a new survey was carried out after a period to understand if the action plan was effective and if the metrics changed according to the new answers.
In this traditional model, we usually use two survey models:
Organizational Climate Survey (annual or semi-annual);
Pulse Survey: pre-selecting questions and topics.
It is common for companies to create an annual/semi-annual climate survey based on themes focused on organizational climate. When this result is received, the companies' HR analyzes the data and develops an action plan that is presented to the leaders of these teams. In some cases, there is a partnership with the leadership to make the plan. In this scenario, we will only understand if the adopted action plan had a positive effect on all organizational climate metrics in a new annual/semi-annual
survey.
Some companies that have already evolved a little the work process do not only use the traditional climate survey. They usually work with instrument tools to carry out some pulse surveys with themes already determined to follow the evolution of the action plan that has been prepared.
For example: let's assume that a given leader or area presented a more weakened recognition metric during the climate survey, so we may well draw up a pulse survey with this recognition theme to be applied during the months and follow the evolution of this topic.
However, this pulse survey model does not connect to climate survey. So annually/semi-annually, we will conduct a climate survey when we will probably discover that despite the improvement of the recognition theme, another theme that was not being worked on in the pulse survey, for example, personal growth, worsened.
Using these two models, it was not possible to understand how was, in real-time, the feeling of a team concerning the pillars of engagement. Much less listen to the opinion of employees regarding these issues continuously and comprehensively. Not to mention that it was still necessary to conduct an annual survey with several questions, making this moment tiring and inconsistent (since the vast majority of people can't wait until the survey is over to resume their work).
We don't even need to mention when the company itself does the survey using a proprietary tool that does not guarantee people's anonymity.
We joke that in the new model is better to ask the way than go astray!
All right! But after all, what are the benefits of working with this new survey model?
The TeamCulture platform works with the benefits of the pulse survey technique, always bringing a 360° view of a climate survey without making it tiring for people.
The great advantage is that even if the leader or the company creates an action plan to develop some more fragile theme, we can track all the metrics in real-time and it will be possible to understand if that action plan is not only improving what it should but if it is not hurting another also important pillar of people's engagement.
Even if the leader does not develop an action plan for improving engagement topics, he/she still manages to track and understand what is happening in his/her team. So, if something becomes very critical, he/she can take the appropriate actions to improve the work environment and ensure better teams' productivity.
Okay, but I still do not understand why the questions are repeated from time to time.
We always evaluate what are the employee's feelings regarding a topic at that moment, so we do not work with data looking in the past but for what is happening NOW! In this way, it is possible to track whether a given event has improved or impaired the engagement of a team.
Therefore, it ends up being a much important tool for today's leaders, who, besides following in real-time the teams' feelings, are always tracking the evolution and fall of the metrics, and can take advantage of the qualitative feedback channel (opinions) of the subjects to help their team.
Imagine that in a month you have not received any feedback. You will probably understand that the frequency of feedback is low. The next time you receive this question, your leader is working on a routine of feedbacks with the team and among the team, probably your answer will change the next time this question appears. That way, we will always catch your feeling at that moment.
Also, we don't just ask about the topics we want to hear, we will always pay attention to all the themes that are important to ensure people's engagement (based on market researches), even if this metric is the most impaired.
Going beyond just using the tool for surveys, build a new habit to develop engagement.
When leaders start to make a habit of developing engagement and not just measuring organizational climate metrics is the highest level of maturity of a company. Of course, this will depend a lot on the maturity and working model of the company. You can contribute with your leader and the company to make this indeed come true.
Leaders must create routines to respond to qualitative feedback and structured meetings to discuss the topics. They should also draw up action plans and, especially, understand how to contribute to, jointly, improve our work environment, remember to work constructively.
Talking to your leader and saying that structuring routine is meaningful, or even asking him/her to say when they will respond to the written feedback is important. Then there are no expectations and frustration, we do not imagine that something is dropped or that our opinion does not matter.
Leaders can also create routines to exchange experiences with each other with the support of their HR to help advise leadership with techniques and practices that can be used to truly help teams.
Remember that no action plan will solve anything right away, but it is extremely important to understand if these plans or actions are impacting teams, or if even metrics are being undermined by lack of action, contribute to your leader and the company to build an amazing work environment! We will deliver business results with purpose.
Do it differently! Let's Question, Act, and Evolve. Talk to our team right now using the side chat or take the opportunity to read more about the platform.
Updated on: 20/04/2021
Thank you!