Imagine visiting the Grand Canyon on a blue-sky kind of day, taking in the sweeping vistas of mountainous formations millions of years in the making. Talk about a high-level view. Sometimes your organization’s leadership can have a high-level view from their own tower offices. But things aren’t always as they seem – especially from a distance. The Grand Canyon may appear mountainous when it fact it’s an enormous hole in the ground. Employee surveys may look like another HR project, an administrative chore to add to the “to-do” list, when in fact, they’re an indispensable tool for strategic planning.
It’s all a matter of how your organization views employee surveys. A distant, high-level view can easily reduce perceptions of this valuable tool to little more than a handful of misguided notions, commonly:
Organizations fogged in by a mistaken sense of surveys miss out on powerful (and profitable) employee engagement possibilities.
It doesn’t take standing on a mountain top wearing Woody specs to see the clear advantages of employee surveys. It takes the kind of thinking that sees employee input as a fundamental strategic move. The kind of thinking that involves commitment and active participation from the leadership team, and the wider employee population thereafter. It takes the kind of thinking that:
TalentMap’s 2017 Wiley publication: Employee Engagement and Action Planning for Dummies, addresses erroneous perceptions, asserting, “When done correctly, surveys tell you exactly where engagement in your organization stands. Surveys can also pinpoint what areas you need to work on, and then allow you to see how far you’ve come after making improvements.”
Chapter three also offers up 9 best practices (a deliberate strategic approach) to clarify and drive employee survey and engagement success.
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