VALIDATION OF EMPLOYEE SURVEYS
Asking employees for their opinion is a valuable and at the same time highly sensitive management intervention: being asked raises expectations that the answer will be taken into consideration. In addition, attention is drawn to the topic addressed. This can be utilized and should be taken into account when choosing the corresponding methods, processes and focus topics.
Focus on Topics
The question what exactly I would like to have an answer to and what I want to use it for is often more difficult to answer than it is naturally asked. A good consultation dialogue in the run-up is indispensable in order to clarify again whether a survey at a given time makes sense, which method is ideal and what needs to be considered in the process.
Method
1. Personal vs. Anonymous:
There are several different types of surveys which are based on personal conversation (individual interviews, focus groups, etc.). The advantage here is the maximum flexibility, which can be used to address the topics that come up. Furthermore, the interactive aspect is another source of information in all group settings, thus also creating a topic-related network of employees. This benefit stands in contrast to an increased need for the confidence that the results are not carried on in a personalized way. Using these methods, you cannot claim representativeness, even though this issue can be addressed with a well-chosen quota scheme of those invited.
2. Qualitative vs. Quantitative:
Even if an anonymous survey is chosen, this question is essential. In extensive status enquiries the qualitative question asking “Why?” may not be relevant. However, if you don’t want to do without it, it must be clarified whether open, qualitative questions may be asked and especially how they can be evaluated. Quite often the original text of the responses is taken over unchanged as a list. In addition to an unsorted plethora of responses, the traceability back to the respondent based on style of writing, expression etc. may overturn anonymity, which may lead to a loss of trust and disputes.
3. Survey Process
The way in which highly sensitive issues (i.e. opinion polls) have been carried out and how the results are further treated, signalize the style of communication and culture of the organization. To take every opportunity to communicate the positive aspects, will increase the use of the survey beyong their findings.
ARGO has long-standing experience and different methods – from setting, developing, conducting and completing surveys, especially on basis of the core competencies in the field of personnel- and organizational development.
Please do not hesitate to contact me for further information: b.thoma@argo.at