Measuring organizational climate - how to avoid failure?
Most companies encounter a small response rate when researching employee engagement. How to avoid failure?

Before measuring organizational climate, make sure you cover all or at least most of the following steps to ensure maximum success.

  • Successfully gaining commitment or interest in conducting the survey from most of the top managers who will be included in the survey
  • Successfully raising interest and encouraging the majority of employees involved in the survey to complete the questionnaire
  • Engagement research is directly related to the business needs of the organization
  • Everyone in the organization is familiar with the purpose and goals of conducting employee engagement surveys
  • All problematic topics have been identified and resolved, such as: who sees the research results and the data from the questionnaire, including how they will be managed, avoiding mistrust between management and employees or between different organizational units in the company
  • Appropriate groups (organizational units or wider) were identified before the research. Groups are not assigned after administration. There can be many doubts about the outcomes or “setting up” the results. If the data needs to be sorted by organizational units, and this category is not predefined, there is no way to create this variable post hoc
  • A list of employee email addresses was checked before sending the questionnaire. Employees who are absent (eg due to sick leave or annual leave) should also be given the opportunity to participate in the research
Research results

Once you get the results you need to take the following steps

  • The obtained results are analyzed by experts who are well acquainted with statistical methods of data processing
  • Success in the analysis of survey data – the real fundamental problems that need to be solved are addressed
  • Managers allocated enough time for a detailed review and understanding of the survey results
  • Managers communicated the results to their team
  • Managers have created an action plan to follow in addressing key issues
  • Managers have identified and involved employees who have a major impact on changes in the organization
  • Action plans are realistic and specific according to the needs of the organization
  • Action plans are respected and their implementation is monitored
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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.
Employee engagement is a very important topic in all companies, and how Generali osiguranje achieves a higher engagement, we talked to Ana Bušić.