• Elyssa Thome

    Bad timing is an exceptionally important point. Feedback should be given and received regularly so there are no surprises in an exit interview, or engagement survey for that matter. Engagement surveys are never going to be a perfect measure of workplace culture, so it’s crucial to keep an open dialog year-round.

  • http://kylemjones.com/ Kyle Jones

    I agree if you don’t follow-up then the company will do more harm than if no survey was completed at all. If you are a company of 1,000 the impact may not be felt regarding a non-followed-up survey. On the other hand, a company with 50-100….big difference and HUGE potential impact.

  • drblynnware

    Senior management needs to be involved up front when planning an engagement survey so everyone is clear on WHY the survey is being conducted and to set expectations with them on what FOLLOW THOUGH will be necessary once the data is collected. As a talent management professional who has been conducting engagement surveys for 15 years, the will to follow through in a significant way is still gravely lacking. I agree that it is better NOT TO ASK if you don’t want to take substantial steps to make changes that will reduce your company’s turnover and charge up your employees about working for your organization so you get that discretionary effort that will drive up you RPE number. Your talent can carry the senior team’s vision to the finish line if you have the systems in place to pick the right horses and to make sure that they are groomed and fed on a daily basis with the right nutrients they need to do their best work! By and large it is more fun to work in an environment where you are motivated to do your all, so let’s create that climate in your company. The engagement survey will show you how. Don’t shoot the messenger.

  • Robert Bullock

    Great article – I heard somewhere that ~30% of such interventions have negative impacts on engagement and morale. It can be particularly frustrating coming in as a consultant to conduct employee engagement surveys and not being involved in the follow-up phase (communicating results, creating action plans, etc.) because of budget constraints. You can provide strong recommendations and regularly check up, but in the end it’s in the hand of leadership to own the post-survey work. To mitigate this, we try to work closely with HR and provide any training/pass on our knowledge and approach so that the work gets done.