How To Get More Value Out Of Your Employee Engagement Survey: Part 2
posted by Laurie Bassi
Cleverly Analyzing Your Survey Data
Any employee engagement survey should help your organization drive better business results through more effective management of its employees. When done properly, an engagement survey helps your organization operate in “the sweet spot” – the intersection of enlightened and sustainably profitable management of people.
Employee engagement surveys often fall far short of this potential because data from surveys is not properly analyzed, and the resultant report therefore has little impact.
There are three steps you must take to ensure that your employee engagement survey has maximum positive impact:
Part 1 – Ask the right questions (see our August newsletter)
Part 2 – Analyze the data cleverly (see the guiding principles outlined below)
Part 3 – Create insightful reports (coming up in next month’s newsletter)
The five principles that should guide your analysis of employee survey data are listed below.
1. Design your analysis to identify statistically the most important drivers of your organization’s employee engagement and ability to achieve its business goals. The analysis needs to go far beyond benchmarking and measuring high and low scores.
2. Use correlation analysis as a primary tool for identifying the drivers of each of the outcomes questions separately. (Click here for a discussion of diagnostic vs. outcome questions.)
3. Systematically combine the findings from the correlation analyses with measures of organizational strength and weakness on each of your survey’s diagnostic questions to create a rank ordering of areas of opportunity.
4. Simultaneously examine the rank ordering of areas of opportunity for each business outcome to create a “short list” of the most important areas of opportunity.
5. Use that short list to create fact-based, directional recommendations.
(This post was sent this month via email to our monthly newsletter subscribers. Click here if you’d like to subscribe.)