We know that getting management buy-in is one of the biggest employee survey challenges. Why is this though?
We polled senior HR professionals and found that, in almost half of companies (48%), management don’t know the difference between engagement and satisfaction. This could explain difficulties in securing their buy-in. Another possible reason is that management don’t see the relevance for them. Or it could be that they don’t understand its purpose or what it will measure.
What’s the solution? We need to make employee surveys meaningful and relevant for management. Make them understand exactly what the survey will measure. Show how finding out what drives engagement for employees will add business value.
An employee survey that is no more than a tick-box exercise is not in anyone’s interest. Companies that are simply reporting on improved response rates every year are missing a trick.
Data from employee surveys can be extremely powerful and insightful for companies. It can help affect real, positive change. This is only the case though if survey questionnaires are designed in alignment with a company’s strategic priorities or business objectives.
This way you can demonstrate a clear, tangible benefit. And that is what management are looking for from an employee survey.
