/ / Survey Mistake 4: Ineffective Post-survey Communication

Survey Mistake 4: Ineffective Post-survey Communication

Although survey construction is important, they are not as important as the ultimate aim of the survey. Once the survey has been completed and you have received the results is when the real work begins. To ensure that the results are used to their maximum value, it is important that you communicate and take follow-up-actions as soon as possible once you have identified the survey results. If you wait too long to advise people on the results of the survey, it is almost just as bad as not having communicated anything in the first place!

By communicating the results it enables you to celebrate your successes, discuss with others about the feedback, as well as take immediate actions to solve issues that appeared in the results. When identifying the information that needs to be communicated, it is important to consider the different communication needs of various stakeholder groups such as the executive team, general staff, the board, team leaders, parent companies and contractors.

Share the survey results as soon as they have been received, it shows participants that their input is valued, allows clarification, shows that there is direction and reinforces the survey aims. By clarifying your team goals through survey results, you motivate your team as well as making them feel valued.

It is important that you quickly address the survey results to your staff. We have found through experience that managers who don’t quickly address the results teams tend to continue to rely on the problematic processors, systems and behaviors that were found to be holding their business back in the survey.

When you are looking to rapidly communicate your survey results to your team, make sure that it is actually the right time to discuss the results. Making sure that the proper resources are supplied to increase staff’s understanding will increase your team’s motivation upon receiving the feedback, which is critical for achieving positive change.

By doing all this, you will ensure that your staff are engaged and also creates accountability across the business.

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About the Author: Fiona Lang

Fiona Lang
Fiona Lang is an experienced human resources consultant, line manager and financial controller. She has designed and delivered feedback, training and development programs for organisations in the government, non-profit and corporate sectors. She has worked across Australia in management positions for ANZ bank, Citibank and the National Australia Bank Group. She holds a B.A. (Psychology) and Dip.FP.

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