3 golden rules for conducting employee engagement surveys
In an era of modern technology that provides so many opportunities, you could easily get carried away and send a huge amount of questions, gather a wealth of data, and then ask yourself what to do with them.

Collect data only if you plan to use it

When employees give their feedback, they expect to see test results as well. If the results are not visible, they will stop giving you honest feedback. When you decide it’s the right time to conduct an employee engagement survey and leverage the data collected, always keep in mind the reasons why you’re using it and when it’s the right time to take action. Make action plans.

Action measures carried out after the survey must be:

  • well defined – it must be clear to everyone involved in the implementation process what the ultimate goal is and how to achieve it;
  • relevant – must be proven to be the answer to the problem, related to solving critical issues in accordance with the results obtained;
  • achievable – the worst thing is to promise something to employees and not fulfill the promise, trust will be lost;
  • timely – the introduction of organizational changes must come within a reasonable time of data collection; it is recommended to start with action measures as soon as possible, more precisely, as soon as you identify solutions that you could immediately implement;
  • measurable – to be able to measure their impact on employees, employee groups and the company, along with the depth and intensity of that impact;
  • inclusive – measures that apply only to a part of the employees should be applied with caution, they can be perceived as discriminatory and do more harm than good to the company.

Collect data on which you can act

What to measure or, in other words, what questions should be asked?

Management can survey its employees to assess working conditions out of curiosity or to alleviate their anxiety about anything that is “okay” in the company. However, the research raises expectations among respondents, primarily about what is important to them. When expectations that change will remain unfulfilled, employees are likely to become more demoralized than before the questionnaire was conducted.

If, however, it happens that management cannot solve all the problems immediately, employees need to know that. At the very least, employer management must clearly communicate results, provide responses, and act actively to calm employee tensions and concerns.

Frequent use of extensive questionnaires can be tedious, but pulse measurement can help

One very important aspect of managing people is knowing when to draw the line. By tiring employees to constantly re-do surveys, we can achieve just the opposite effect. Continuous listening cannot last long. After each survey, feedback from the employer is expected, as soon as possible. Otherwise, it may happen that employees will take an irritable attitude and offer resistance, which means that completing surveys will become a mere formality instead of giving honest feedback. In addition, the data obtained will be diluted and irrelevant. In this case, pulse measurement can help, as a continuation between more detailed and larger measurements.


Improv3 – one click away from measurable results!

IMPROV3 gives you a real-time report on the engagement of your employees, based on which you can act IMMEDIATELY. There is no time-consuming and laborious manual entry of gross data and time-consuming statistical processing.

For a complete picture of employee engagement in the organization, it is recommended to use a standardized questionnaire, but due to the specifics of individual companies, it is possible to FLEXIBLY and SIMPLY redesign the questionnaire, add or delete questions or use only parts of the questionnaire. You can also use the questions for the purpose of pulse measurement at the level of the entire company and/or individual departments.

Other posts
Measuring employee engagement is only the first step. What you do after the measurement is equally important.
Sandra Jovović, Regional Director for the Rijeka region at Generali osiguranje, knows how to motivate different personalities within the team, remaining consistent with the company's goals and values.