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Strategic planning survey questions and sample questionnaire template

These strategic planning survey questions help gain insights into an organization's strengths and weaknesses. This questionnaire helps in pin-pointing potential improvement areas, make business decisions to address these, and ensure continuous growth on the collected data or feedback. With this sample, a survey maker can edit the questions as per their application and send out the survey for improved strategic planning.

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Top 3 reasons to use this strategic planning survey template

1. Evaluate organizational strengths and weaknesses: This survey template allows the organization to know their strength and weaknesses and ensure to create an effective strategy to improve the product/service and serve better to future customers.

2. Evaluate product/service satisfaction: Measure the customer satisfaction level towards the product or service in terms of features, quality, cost, marketing techniques, and customer service.

3. Evaluate strengths for the following organizational attributes: It evaluates various aspects of the organization, including production, research, sales, marketing, organization culture, product/service quality, finance, and senior management.

Related templates and questionnaires

Client evaluation of company services survey questions, supplier service evaluation survey template, business to business demographics survey template.

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THE EMPLOYEE STRATEGY SURVEY

Let your team's voice be heard to shape the company's strategy.

"Unbelievable insights to drive the efficiency and effectiveness of your org"

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Stratechi's Employee Strategy Survey collects the voice of the employee creating a comprehensive foundation to develop a strong HR and org strategy . Leveraging our leading org & culture model, employees answer questions relating to culture , their employee journey , org design , and strategy. The output is one of the most comprehensive and insightful data sets and portfolio of ideas to help you develop a winning HR & org strategy that will help your team reach their collective potential for years to come.

UNDERSTAND WHAT YOUR EMPLOYEES WANT IN THEIR ORG & CULTURE

The Employee Strategy Survey

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Your Strategy, Org & Culture

The survey assesses gaps and ideas to improve the organization , culture, and execution . The survey takes 30-60 minutes and solicits feedback and ideas on the following topics on strategy, the employee journey and culture:

  • Strategic Alignment
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Your employees have the ideas and insights to fuel the company's growth and vitality. Simply sign your team up to take the Employee Strategy Survey.

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How to Conduct an Effective HR Employee Survey: Tips and Best Practices

Date: january 10, 2024.

strategic plan employee survey

In the dynamic realm of contemporary human resources, where organizational success hinges on the collective spirit and dedication of its workforce, the HR employee survey emerges as a beacon guiding companies toward excellence. In a workplace where 58% of employees wished their employer conducted more employee surveys, it has never been more important to implement strategies to get employee feedback. Beyond being a mere data collection tool, the HR survey is a compass that steers organizations through the intricate waters of employee sentiments, aspirations, and concerns, providing crucial insights that fuel strategic decisions.

Table of Contents

What is an HR Employee Surveys?

Why Conduct Surveys?

Types of survey questions to ask, top survey questions to ask in an hr employee survey , top tip for incentivizing hr survey responses, what to do with the survey information after you receive it .

Best Practices for HR Surveys:

The Bottom Line: Empowering Employee Voices for Success

What is an hr employee survey.

An HR Employee Survey is a structured process in which organizations gather feedback from their employees on various aspects of their workplace experience. It aims to understand employee sentiments, gather insights, and identify areas for improvement to enhance overall satisfaction and engagement within the workforce.

hr employee survey

Understanding the Essence of an HR Employee Survey

At its core, an HR survey is a sophisticated mechanism designed to unravel the intricacies of employee experiences within an organization. It's a comprehensive exploration into the thoughts, emotions, and expectations that weave the intricate fabric of the workplace. These surveys go beyond the surface, delving deep into the psyche of the workforce, offering a panoramic view of the organizational landscape.

The Purpose of an HR Employee Survey:

Why embark on the journey of HR surveys? The answer lies in the transformative power they hold. When employees feel heard at their workplace, either through surveys or other strategies, they are ready to increase their productivity by 4.6x. Furthermore, these surveys serve as a mirror reflecting the true state of an organization, spotlighting areas of excellence and unveiling opportunities for improvement. The purpose extends beyond data collection – it's about fostering a culture of open communication, understanding, and continual enhancement.

Unlocking the Pandora's Box of Insights:

HR surveys serve as the key that unlocks the Pandora's Box of employee insights, providing organizations with an unprecedented view into the hearts and minds of their workforce. In a world where employee expectations evolve, and workplace dynamics undergo constant change , these surveys become the compass that navigates organizations through the complex terrain of sentiments, opinions, and aspirations.

Strategic Decision-Making:

One of the primary reasons to conduct HR surveys is to empower organizations with the knowledge needed for strategic decision-making. Informed decisions are the bedrock of a successful enterprise, and HR surveys act as a strategic enabler by offering a comprehensive understanding of the organizational landscape. From restructuring teams to refining benefits packages, each decision is grounded in real-time, data-driven insights.

Impact on Employee Engagement:

Employee engagement isn't a fleeting buzzword; it's a cornerstone of organizational success. HR surveys act as the bridge between leadership and the workforce, illuminating the path to enhanced engagement. By identifying factors that contribute to job satisfaction, collaboration, and professional growth, organizations can implement targeted initiatives that boost morale, motivation, and overall engagement.

Enhanced Communication and Transparency:

Surveys provide a structured platform for employees to voice their opinions, concerns, and suggestions. This open channel of communication fosters a culture of transparency and inclusivity. When employees feel their voices are heard, it cultivates a sense of belonging and trust , crucial ingredients for a harmonious and productive work environment.

hr employee survey

Continuous Improvement:

Organizations are dynamic entities, and the landscape in which they operate is in a constant state of flux. HR surveys enable a culture of continuous improvement by serving as a feedback loop. They provide a mechanism to regularly assess the impact of organizational changes, the effectiveness of policies, and the overall well-being of the workforce. This iterative process ensures that organizations stay agile, responsive, and aligned with employee expectations.

Advantages and Disadvantages:

Delving deeper into the advantages, HR surveys offer a multiplicity of benefits. They allow for targeted interventions to improve job satisfaction, identify areas for skill development, and enhance overall workplace happiness . On the flip side, the potential disadvantages emphasize the importance of crafting surveys with care. Poorly designed surveys can result in disengagement, skepticism, and a reluctance among employees to provide candid feedback.

In the journey of understanding why HR surveys are indispensable, it becomes evident that these instruments are not just about gathering data; they are about empowering organizations to evolve, adapt, and thrive in the ever-changing landscape of the modern workplace. As we explore further, we'll uncover the intricate tapestry of questions that can unravel profound insights and drive organizational success.

Embarking on the journey of an HR employee survey requires careful consideration of the types of questions that will elicit meaningful responses. The intricacies of the workforce's experiences, opinions, and aspirations demand a nuanced approach to question formulation. Here are several types of survey questions that can unlock the wealth of insights necessary for informed decision-making:

Open-Ended Questions:

These questions act as gateways to unrestrained expression, allowing employees to articulate their thoughts and feelings freely. 

Closed-Ended Questions:

Structured and straightforward, closed-ended questions offer predefined response options, facilitating efficient data analysis. 

Multiple-Choice Questions:

These questions present respondents with a range of predefined options, streamlining the process of categorizing responses. 

Likert Scale Questions:

Ideal for measuring attitudes and opinions, Likert scale questions gauge the degree of agreement or disagreement with a given statement. 

Ranking Questions:

These questions require respondents to prioritize options based on their preferences or opinions. 

Demographic Questions:

To ensure a comprehensive understanding of the workforce, include questions that capture demographic information.

Understanding the nuances of each question type empowers HR professionals to craft surveys that gather diverse and comprehensive insights. As we delve deeper into the specifics, the next section will highlight top survey questions designed to uncover key aspects of the employee experience. These questions, when strategically employed, will illuminate the path toward a more engaged, satisfied, and productive workforce .

hr employee survey

1. Job Satisfaction:

Scale Rating: "On a scale of 1 to 10, how satisfied are you with your current role?"

Open-Ended: "What specific aspects of your job contribute most to your overall satisfaction?"

2. Communication and Feedback:

Effectiveness Rating: "How would you rate the effectiveness of communication within your team on a scale of 1 to 5?"

Open-Ended: "Do you feel comfortable providing feedback to your immediate supervisor?"

3. Work-Life Balance:

Average Work Hours: "On average, how many hours do you work per week?"

Suggestions for Improvement: "What initiatives would you suggest to improve work-life balance?"

4. Professional Development:

Opportunities Assessment: "Do you feel your current role provides ample opportunities for professional growth?"

Specific Development Areas: "What specific skills or training would you like to acquire in the next year?"

5. Team Collaboration:

Level of Collaboration: "How would you describe the level of collaboration within your team on a scale of 1 to 5?"

Improvement Suggestions: "What improvements could enhance team cohesion and collaboration?"

6. Recognition and Rewards:

Recognition Satisfaction: "Do you feel adequately recognized for your contributions at work?"

Preferred Recognition: "What type of recognition or rewards would you find most meaningful?"

7. Job Role Alignment:

Expectation vs. Reality: "To what extent does your current role align with your initial expectations when you joined the company?"

Skill Utilization: "Are you utilizing your skills and talents to their full potential in your current role?"

8. Leadership Effectiveness:

Leadership Rating: "How would you rate the effectiveness of your immediate supervisor's leadership on a scale of 1 to 5?"

Leadership Improvement: "In what areas do you believe leadership could be improved within your department?"

9. Organizational Culture:

Culture Perception : "How would you describe the overall culture of the organization?"

Cultural Improvement: "What initiatives do you think could enhance the organizational culture?"

10. Employee Well-Being:

Well-Being Programs : "Are you aware of and participating in the employee well-being programs offered by the company?"

Additional Well-Being Suggestions: "What additional programs or initiatives would contribute to your overall well-being?"

Each of these carefully crafted questions is designed to uncover specific facets of the employee experience. By strategically combining various question types, organizations can gain a holistic understanding of their workforce. As we transition into the next section, we'll explore the vital steps to take once the survey information is in hand and how to leverage these insights for meaningful change and organizational growth.

Getting employee participation in HR surveys can be difficult, especially given that the average employee survey response rate is only 30% . Bucketlist Rewards offers a unique feature in their rewards and recognition software that enables organizations to customize employee awards so that you can create awards that employees can claim on their own. These awards can have points attached to them that can go towards other rewards employees are saving up for. Bucketlist also enables users to publish and share these achievements in their organizations Bucketlist channel to encourage others to participate too. It is a fun and interactive way to encourage participation while also promoting a culture of recognition . 

hr employee survey

Receiving the deluge of survey responses marks a pivotal moment in the HR survey journey, but the true value lies in the meticulous handling and strategic utilization of this information. Here's a detailed guide on what steps to take once the survey information is in your hands and how to leverage these invaluable insights:

1. Analyze and Interpret:

Upon receiving survey responses, resist the temptation to rush into action immediately. Begin by conducting a comprehensive analysis of the data. Look for patterns, trends, and outliers that emerge from the responses. Understanding the nuances within the data is essential to derive actionable insights.

Tip: Utilize data visualization tools to create graphs or charts that provide a visual representation of key findings, making it easier to communicate insights to stakeholders.

2. Feedback Sessions:

Transparency is paramount in fostering a culture of trust and collaboration . Conduct feedback sessions to share the survey findings with employees. This not only demonstrates a commitment to openness but also provides an opportunity for clarification and further insights. Engaging in a dialogue with employees reinforces the notion that their input is valued and can lead to a more collaborative problem-solving process.

Tip: Schedule town hall meetings or department-specific sessions to encourage open discussions and address any questions or concerns arising from the survey.

3. Action Planning:

Translate survey insights into tangible action plans. Identify key areas that require attention and develop strategic initiatives to address them. Whether it's refining communication channels, launching professional development programs, or enhancing recognition practices , every action should align with the specific needs and expectations uncovered by the survey.

Tip: Create a roadmap with clear timelines, responsibilities, and measurable objectives to track the progress of implemented initiatives.

4. Continuous Improvement:

An HR employee survey is not a one-time endeavor. Foster a culture of continuous improvement by regularly reassessing the organizational pulse. Implement periodic surveys to gauge the impact of initiatives, track changes in employee sentiments, and identify emerging trends. Iterative feedback loops ensure that the organization remains responsive to evolving needs.

Tip: Consider conducting pulse surveys at more frequent intervals to capture real-time feedback on specific initiatives or organizational changes.

5. Employee Recognition and Communication:

Acknowledge the role of employees in the survey process and the subsequent improvements. Recognize and celebrate the contributions of the workforce in sharing their perspectives. Communicate the actions taken based on survey feedback, emphasizing how these changes contribute to a better work environment. Recognition fosters a positive culture and encourages ongoing participation in future surveys. Bucketlist Rewards offers an innovating and engaging recognition platform that can

Tip: Consider creating a dedicated platform, such as an internal newsletter or an intranet page, to regularly communicate updates and successes resulting from the survey.

6. Align with Organizational Goals:

Ensure that the initiatives derived from the survey align with broader organizational goals and values . By integrating survey findings into the strategic planning process, organizations can cultivate a more holistic approach to employee engagement and development. Aligning survey outcomes with overarching goals enhances the impact of the survey on the organization's long-term success.

Tip: Periodically revisit the organizational goals to ensure that survey initiatives remain aligned and contribute to the broader strategic vision.

By following these comprehensive steps, organizations can transform survey responses into catalysts for positive change. The journey doesn't end with the survey; rather, it's a continuous cycle of analysis, action, and improvement that propels the organization toward a more engaged, satisfied, and high-performing workforce. As we delve into the next section, we'll explore best practices for HR surveys that can amplify the effectiveness of the survey process and enhance its impact on organizational success.

hr employee survey

Best Practices for HR Surveys

Conducting HR surveys is not just about gathering data; it's a strategic process aimed at fostering employee engagement, uncovering insights, and driving positive organizational change. To ensure the success and effectiveness of HR surveys, consider incorporating these best practices into your survey strategy:

1. Clearly Define Objectives:

Before launching a survey, clearly define the objectives and goals you aim to achieve. Are you focused on measuring overall employee satisfaction, identifying specific areas for improvement, or gauging the impact of recent changes? Having well-defined objectives ensures that the survey is tailored to address specific organizational needs.

Tip: Align survey objectives with broader organizational goals to reinforce the strategic importance of the survey.

2. Ensure Anonymity and Confidentiality:

To encourage open and honest feedback, assure employees that their responses will remain anonymous and confidential. Clearly communicate this commitment in survey invitations and materials. This confidentiality fosters trust and empowers employees to share candid opinions without fear of reprisal.

Tip: Utilize third-party survey platforms to further enhance confidentiality and anonymity.

3. Craft Well-Designed Questions:

The quality of survey questions directly impacts the quality of responses. Ensure that questions are clear, concise, and relevant to the survey's objectives. Use a mix of question types to gather both quantitative and qualitative data. Pilot testing the survey with a small group can help identify any ambiguities or potential issues with question comprehension.

Tip: Frame questions positively to encourage constructive feedback and avoid leading or biased language.

4. Consider Frequency and Timing:

Strategically plan the frequency and timing of surveys to avoid survey fatigue among employees. Consider the pace of organizational changes, project timelines, and the nature of survey content. Balancing the need for regular insights with the risk of overwhelming employees with too many surveys is key.

Tip: Communicate the survey schedule in advance to manage employee expectations and participation.

5. Communicate the Purpose:

Clearly communicate the purpose and significance of the survey to employees. Explain how their feedback will contribute to positive changes within the organization. This transparency creates a sense of purpose and encourages active participation.

Tip: Use multiple communication channels, such as email, intranet announcements, and team meetings, to reinforce the importance of the survey.

hr employee survey

6. Leverage Benchmarking:

Benchmarking allows organizations to compare their survey results against industry standards or similar companies. This comparative analysis provides context to the data, highlighting areas of strength and areas for improvement. Benchmarking can also serve as a powerful tool to set realistic goals and expectations.

Tip: Collaborate with industry associations or engage in external benchmarking studies to gain a broader perspective.

7. Involve Leadership:

Leadership involvement is crucial to the success of HR surveys. Leaders should actively endorse and participate in the survey process. Their support sends a powerful message about the importance of employee feedback and the organization's commitment to improvement.

Tip: Encourage leaders to communicate directly with employees about the survey, expressing the value they place on feedback.

8. Act on Feedback and Communicate Changes:

Taking action based on survey feedback is fundamental to building trust and demonstrating the survey's impact. Once initiatives are implemented, communicate the changes to employees, emphasizing how their input influenced positive outcomes. This not only fosters a culture of accountability but also encourages ongoing participation in future surveys.

Tip: Establish a feedback loop that includes regular updates on implemented changes and ongoing efforts.

9. Seek Employee Input in Survey Design:

Incorporate employees into the survey design process by seeking input on relevant topics and question formulation. This participatory approach ensures that the survey addresses issues that matter most to employees and enhances their sense of ownership in the process.

Tip: Form a small focus group or survey advisory committee to provide input on survey design.

10. Monitor and Adapt:

The organizational landscape is dynamic, and employee expectations evolve. Regularly monitor the effectiveness of survey initiatives and be prepared to adapt strategies based on changing circumstances. Stay attuned to emerging trends and continuously seek ways to enhance the survey process.

Tip: Establish a dedicated survey feedback channel for ongoing input and suggestions from employees.

By incorporating these best practices, organizations can transform HR surveys into powerful tools for organizational growth, employee engagement , and continuous improvement. As we conclude this exploration of HR survey strategies, remember that the journey toward an engaged and thriving workforce is an ongoing process, and each survey iteration contributes to the organization's success.

In the organizational symphony, an HR employee survey plays a transformative role, amplifying employee voices for understanding and growth. The journey involves crafting thoughtful surveys, analyzing insights, and translating them into tangible actions. This continuous process not only decreases turnover but shapes a workplace where every voice contributes to success. As organizations embrace HR surveys, they pave the way for resilient, innovative, and dedicated workforces, ensuring sustained triumph in the ever-evolving corporate landscape.

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The employee experience is the journey an employee takes with your organization. It includes every interaction that happens along the employee life cycle, plus the experiences that involve an employee's role, workspace, manager and wellbeing.

Focus on human experiences over processes.

Most talent management strategies default to process improvement and transactional care of people.

But we emphasize the use of human behavior insights to bring out the best in people and truly optimize your business performance through talent.

To show the difference, here are three employee experience examples:

Easy Hiring Process vs. True Job Fit A new employee might be happy about a quick and smooth hiring process. But getting hired by a company that understands what you do best and then selects you for a role where you have the natural talent -- it's an experience that boosts confidence and success.

Knowing the Mission vs. Connecting With the Mission An employee might be able to recite your company's mission. But when they understand their contribution to your mission, they work with a purpose, and it becomes an experience that supports their engagement over time.

Nice Manager vs. Great Coach When an employee has a nice manager, it's a bonus. But when they have a great manager -- one who cares for them and knows how to coach them -- it's an experience that enhances productivity and passion.

By focusing on experiences over processes, we help you create moments that are intuitive and adaptable around what matters most to people and your business goals. Then, we help you develop processes and structures that lead to talent optimization.

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Your Ultimate Guide to the Employee Engagement Survey

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Table of Contents

What is an employee engagement survey, why is an employee engagement survey important, employee engagement surveys are the pillar of your employee listening strategy, employee engagement survey purpose: why do one, types of employee engagement surveys, how to conduct an employee engagement survey, the essential checklist for choosing the right employee engagement survey software.

Your Ultimate Guide to the Employee Engagement Survey

Understanding employee feedback is crucial to driving employee engagement , and a powerful way to gain this understanding is through employee engagement surveys. These surveys serve as more than just feedback tools – they are a vital resource for identifying key business challenges and opportunities. 

When conducted thoughtfully and on a regular basis, the results from engagement surveys can provide essential data to positively influence a company's trajectory. From enhancing workplace culture to addressing underlying issues that impact productivity and morale, the findings from these surveys can be transformative.

In this article, we discuss the nuances of employee engagement surveys, sharing why they’re important, how to effectively implement them, and research-backed questions you can consider for your next survey.

Join us as we unpack the what, why, and how of using employee engagement surveys effectively, ensuring they become an integral part of your business’s strategy for success.

Learn how to conduct an effective employee engagement survey with our  comprehensive guide. 

An employee engagement survey is a tool used by organizations to measure and understand employee engagement levels. Conducted throughout the year, these surveys involve all employees to reveal employee perceptions and turn them into actionable insights. They help measure the strength of the emotional and mental connection employees feel toward their work, team, and the organization as a whole.

  • Accurate Measurement : These surveys provide a structured and consistent way to measure employee engagement. They help quantify what can often feel intangible, giving leadership and HR professionals clear metrics to assess the health of their organization’s culture and employee morale. With precise measurement, it becomes easier to identify areas of strength and those needing improvement.
  • Uncovering Powerful Insights : Employee engagement surveys dive deep into the workforce's mindset, uncovering insights that might otherwise remain hidden. They open up channels for employees to express their thoughts on various aspects of their work life—from their relationship with managers to their alignment with the company’s vision. These insights are invaluable for understanding the driving forces behind employee motivation, satisfaction, and productivity. Plus, these data can serve as a valuable resource for driving both external and internal business decisions.
  • Actionable Next Steps : Perhaps the most significant aspect of these surveys is their ability to highlight actionable next steps. The feedback obtained is not just for contemplation but for action. Organizations can use the data to create targeted strategies for enhancing employee engagement. The survey results can inform everything from policy changes and managerial training programs to initiatives aimed at improving work-life balance or communication within teams.

In essence, employee engagement surveys are essential for organizations to nurture a positive work environment. Given that engaged employees are shown to be 3.3 times more likely to feel ownership and involvement in the survey action-taking process , these surveys offer a clear, data-driven pathway to understanding and improving the factors that influence employee engagement, ultimately leading to a more motivated, committed, and productive workforce.

Employee engagement surveys are a vital component of your overall employee listening strategy, acting as the cornerstone of meaningful employee interaction and feedback. 

These surveys play a critical role in the broader context of the employee listening flywheel – a dynamic process of gathering, analyzing, and acting upon employee feedback. By integrating surveys into this flywheel, organizations can create a continuous loop of communication, where survey insights fuel understanding and drive action.

Further, these surveys are instrumental in implementing and benefiting from an employee engagement model , which offers a structured framework to not only gauge engagement levels but also to identify key drivers and areas for improvement. 

An employee engagement survey is an essential tool in your employee listening arsenal, especially crucial in a world increasingly shifting towards remote and hybrid work models. 

In large organizations, or those with teams that work across a number of environments and geographies, it's challenging for leaders to connect with every employee personally. Employee engagement surveys bridge this gap, providing a straightforward platform for employees to share their perspectives and experiences.

These surveys are more than just a means of communication; they are powerful catalysts for organizational growth and success. They enable you to:

  • Pinpoint your company's strengths and celebrate them.
  • Illuminate areas needing attention and development.
  • Empower every employee to express their views, fostering inclusivity.
  • Draw connections between employee engagement and tangible business outcomes.
  • Strengthen trust within your workforce by showing that every opinion matters.
  • Conduct detailed analyses to understand varied experiences across employee demographics.
  • Prompt actions and informed decisions based on real, actionable feedback.
  • Gather insights that guide you through organizational changes.
  • Lay the groundwork for a thriving company culture that attracts and retains top talent.

Effectively executed, employee engagement surveys can transform the way you understand and improve your workplace, making them an indispensable part of your strategic toolkit.

When it comes to understanding and enhancing employee engagement, diversity in how you get the feedback you need to be successful is key. A traditional annual employee engagement survey, while valuable, is just one piece of the puzzle. 

To make it easy, we’re sharing a comprehensive view at the common types of employee engagement surveys used by organizations to gather insights:

Annual Employee Engagement Survey

As mentioned above, this comprehensive survey is typically conducted once a year and aims to gauge the overall level of engagement and satisfaction among employees. It covers a wide range of topics from job satisfaction, management effectiveness, to workplace culture. The data gathered serves as a benchmark for year-over-year comparisons, helping organizations track their progress in improving the workplace experience.

Unlike the extensive annual survey, pulse surveys are shorter and conducted more frequently—sometimes quarterly or even monthly. They focus on specific areas of concern or interest, providing quick insights into current employee sentiments. Pulse surveys are an effective tool for gauging the immediate impact of new initiatives or changes within the organization, allowing for timely adjustments.

Employee Lifecycle Surveys

These surveys are distributed at critical junctures in an employee’s journey with the company, such as onboarding, post-training, after significant projects, or upon exiting the company. Each lifecycle survey is tailored to gather feedback relevant to that specific stage in an employee's career. For instance, onboarding surveys might focus on the effectiveness of the induction process, while exit surveys could seek insights into reasons for departure. These surveys provide valuable data to improve each stage of the employee lifecycle and enhance overall employee experience.

Each type of survey plays a unique role in painting a comprehensive picture of employee engagement within an organization. By employing a mix of these surveys, businesses can gain nuanced insights, respond to issues promptly, and create a more engaged and productive workforce.

What is the difference between a team survey vs. employee engagement survey?

The distinction between a team survey and an employee engagement survey lies in the scope and focus.

A team survey is specifically designed to assess the dynamics within a particular team. It focuses on elements such as teamwork, communication, leadership effectiveness within the team, and how team members collaborate to achieve common goals. The feedback gathered is often used to enhance team cohesion, identify areas of conflict, and improve overall team performance.

On the other hand, an employee engagement survey takes a broader view, encompassing the entire organization. It measures how emotionally and mentally connected employees feel to their work, their team, and the broader company. This survey delves into aspects like job satisfaction, alignment with company goals, manager effectiveness, and general workplace environment. The insights from this survey are crucial for shaping company priorities, improving workplace culture, and boosting overall employee morale and productivity.

So, while team surveys drill down into the nitty-gritty of team-level interactions and efficiencies, employee engagement surveys provide a comprehensive view of an employee's experience within the organization at large. 

Developing an effective employee engagement survey requires focus and clear survey design. Here's how to start your approach:

  • Stay Focused on Engagement : Your survey should primarily measure employees' connection to their work, team, and organization. Resist the urge to include unrelated questions or topics, as this can muddy the survey’s purpose and make it harder to act on the feedback.
  • Select Relevant Demographics : Choose demographics that will help segment and analyze the data meaningfully. Include professional demographics like location, tenure, and department, and personal ones like gender and age. However, avoid overloading the survey with unnecessary demographics, as this can complicate data analysis and action planning.
  • Craft Impactful Questions : Mix engagement outcome questions with impact questions to get a comprehensive understanding of engagement levels. Engagement outcomes might include statements like “I’m happy with my job” or “I recommend this organization as a great place to work.” Impact questions should explore areas like career growth, change management, and team dynamics. These questions should be aligned with the organization's goals and employee expectations.

Remember, the survey should lead to actionable insights. Up next, we'll delve into the tactical steps of "how" to utilize these insights effectively to drive meaningful changes in your organization. 

In the following sections, we’ll get into the details of how to make the above a reality for your survey. Stay with us!

Why is an employee engagement model key to your employee engagement survey?

An employee engagement model is a critical component of your employee engagement survey. This model shapes the survey, ensuring questions focus on the key (and credible) aspects of engagement within your organization. It's not just about asking questions but about strategically exploring important factors like job satisfaction, alignment with company values, and the quality of managerial relationships.

A trusted employee engagement model will effectively measure engagement and pinpoint actionable areas of improvement for your organization. Your chosen model should include engagement outcome questions that will help you asses the current health of your organization; and engagement impact questions that help you draw actionable insights from the survey data, guiding the development of strategies to improve engagement. Instead of simply showing engagement levels, the survey reveals the reasons behind these levels, enabling a more effective response.

Chart with engagement outcomes and impact questions

In short, an employee engagement survey integrated into your engagement model isn't just a measurement tool – it's a way to deeply understand employee engagement. This approach makes sure your efforts to improve engagement are based on a solid understanding of your employees' experiences, leading to more impactful and successful engagement initiatives.

Use your employee engagement model to help frame your questions. Below we’ll share a few to help get you started. 

Research-backed questions to include in your employee engagement survey

When crafting your employee engagement survey, selecting the right questions is crucial. Your survey should blend engagement outcome questions with impact questions to gain a comprehensive view of your workforce’s engagement. 

Try the following employee engagement survey questions as a starting point:

Engagement Outcomes : These questions measure the core of employee engagement in your organization. Examples include:

  • “It would take a lot to get me to leave this organization.”
  • “I recommend this organization as a great place to work.”
  • “My immediate coworkers are committed to this organization’s overall goals.”
  • “I feel accepted by my immediate coworkers.”
  • “I find my work engaging.”
  • “I’m happy with my job.”

Impact Questions : These questions dive deeper into specific areas that influence engagement. Categories and example questions include:

  • “I find my job interesting and challenging.”
  • “I see professional growth and career development opportunities for myself here.”
  • “This job aligns with my career goals.”
  • “I understand why the organization makes changes.”
  • “Changes align with our mission and vision.”
  • “I believe this organization will be successful in the future.”
  • “I understand the company’s plans for future success.”
  • “I know how I fit into the organization’s future plans.”
  • “I am paid fairly.”
  • “My job allows flexibility for work and personal life.”
  • “I know I will be recognized for contributing to the organization’s success.”
  • “There is open communication at all levels of the organization.” “I have the necessary information and tools to do my job well.”
  • “My manager cares about me as a person.”
  • “I receive regular, constructive feedback on my performance.”
  • “My manager cares about my development.”
  • “Team goals and responsibilities are clear.”
  • “My coworkers are committed to quality work.”
  • “There is good collaboration between teams.”
  • “I feel empowered to make decisions affecting my work.”
  • “I have the freedom to improve products, processes, and services.”
  • “The senior leaders demonstrate integrity.”
  • “I trust our senior leaders to lead us to future success.”

7 types of questions to avoid in your employee engagement survey

When designing your employee engagement survey, it's just as important to know which questions to avoid as it is to know which questions to include. Certain types of questions can skew results, confuse participants, or fail to provide useful insights. 

Here are seven key types of questions to steer clear of:

  • Leading or Biased Questions : Questions that lead respondents towards a specific answer can skew results. Avoid phrasing like, "Don't you agree that..." or "Isn't it true that..." which suggest a 'correct' response.
  • Double-Barreled Questions : Questions addressing two topics at once can be confusing and lead to unclear answers. For example, “Do you feel your manager communicates effectively and supports your career development?” should be split into two separate questions for clarity.
  • Overly Complex or Technical Questions : Keep your questions simple and straightforward. Avoid jargon, acronyms, and/or technical terms that not all employees might understand.
  • Negative Framing : While it’s important to address challenges, framing questions negatively can influence respondents to focus only on the negative aspects. For example, instead of asking, "Why do you think there's a lack of trust in management?" consider, "How can trust in management be improved?”
  • Hypothetical Questions : Questions about hypothetical situations often lead to speculative answers that don’t reflect actual experiences or feelings. Focus on real situations and experiences.
  • Questions About Highly Personal or Sensitive Topics : While it’s crucial to understand all aspects of employee engagement, asking about overly personal or sensitive topics without a clear purpose can make employees uncomfortable and less likely to respond honestly.
  • Overly Broad Questions : Questions that are too broad can lead to vague answers that don’t offer actionable insights. Instead of asking, "Are you satisfied with your job?" try to be more specific, like, "How satisfied are you with your current work-life balance?"

By avoiding these types of questions, you can ensure your employee engagement survey is clear, unbiased, and provides valuable insights for improving your workplace environment.

How often to offer employee engagement survey

Our research shows that annual employee engagement surveys alone are insufficient. Employees who are surveyed more regularly have higher engagement. However, employees who are surveyed monthly are most likely to say that their organization sends too many surveys. 

There’s a delicate balance between effective continuous listening and survey fatigue.

How often you survey your employees is up to you, but these recommendations will increase the likelihood of your success.

  • Launch an employee engagement survey to all employees annually. This survey is an opportunity to hear from all employees on key topics.
  • Supplement with pulse and lifecycle surveys. These surveys capture feedback on important and timely topics and at critical employee milestones. Combined with your annual engagement survey, you’ll have a full picture of the employee experience.
  • Aim for employees to participate in at least four surveys in a year. But do not send so many surveys that the organization cannot take effective action.

Only measure what you can act on.

If you can’t take action on something, don’t ask about it. When you ask your employees for feedback on any given topic, be prepared to act.

Survey cadence and employee engagement graph

Tips to increase employee engagement survey response rate

Improving the response rate to your employee engagement survey is key to its success. Considering the effort and resources involved, it's crucial to maximize participation. Here are some practical tips to boost your survey response rate:

  • Make a Formal Announcement : Begin with a clear, formal announcement about the survey. This sets the tone and emphasizes the survey's significance.
  • Designate Time for Survey Completion : Allocate specific time slots during work hours for employees to complete the survey. This demonstrates organizational commitment to the process.
  • Ensure Manager Accountability : Ensure managers actively encourage their teams to participate. Their endorsement can significantly influence response rates.
  • Highlight the Survey's Importance : Clearly communicate the importance and value of each employee's participation. Make it known that every voice matters and can drive meaningful change.
  • Act on Feedback : After the survey, prioritize making changes based on the received feedback. When employees see their input leading to real improvements, they are more likely to engage in future surveys.
  • Prioritize Regular Communication : Throughout the survey period, keep the lines of communication open. Regular updates or reminders can keep the survey top of mind for employees.
  • Create Employee-First Communications : Frame all communication from an employee-first perspective. Emphasize how their feedback contributes to positive changes in the workplace.

Aiming for a 70-80% response rate in larger organizations and 80-90% in smaller ones is a realistic goal. Remember, a high response rate not only provides more comprehensive insights but also reflects a healthy level of employee engagement and trust in the organization.

Download the eBook: Evolving Your Approach to Employee Performance: 7 Critical  Considerations for HR

How to approach employee engagement survey communication

Communication is one of the most overlooked and under-executed elements of the survey process. Done well, your employee engagement survey communication can:

  • Increase survey participation 
  • Build employee trust
  • Encourage open and honest feedback
  • Lead to positive organizational change

Poor communication can result in damaging and costly consequences, such as low response rates, distrust, confusion, decreased morale, and disengagement.

We recommend a 3x3x3 model for survey communication, including:

  • 3x prior to survey launch. Make a formal announcement, ideally from the CEO. Remind employees what you did with last year’s results, and tell them how you plan to use them this year. Let them know when the survey will be launched and how.
  • 3x during the survey period. Once the survey opens, remind employees how to access the survey. You don’t want employees to feel like the survey is mandatory—but you do want to keep the enthusiasm.
  • 3x after the survey closes. Once the results are in, thank your employees for their participation and let them know what to expect next. Send out a high-level overview as soon as possible with a summary of key findings.

What to do with employee engagement survey results

To effectively enhance engagement in your organization, focus on specific levels - organizational, team, and individual. Start by identifying one or two key areas for improvement and then initiate actionable steps. 

Here's a step-by-step guide to develop and implement your employee engagement action plan :

Share Results Organization-Wide

Transparently communicate the survey findings with the entire organization. This openness builds trust and demonstrates a commitment to improvement.

Empower Your Managers with Effective Tools

Provide managers with the right software, data, and authority to act on the survey results. They play a pivotal role in driving change and fostering engagement within their teams

Encourage Team Discussions

Facilitate discussions within teams to delve into the results. This encourages collective understanding and collaborative problem-solving.

Set Clear Goals and Take Decisive Action

Based on the feedback, set achievable goals. Implement decisions that address the identified areas of improvement.

Establish Regular Progress Check-ins

Establish a routine to monitor the progress of the actions taken. This helps in maintaining momentum and ensuring that the efforts are on track.

Update and Adapt Goals

Be flexible in your approach. As you evaluate progress, be prepared to adjust goals and strategies to better align with evolving needs and circumstances.

Remember, the key to a successful action plan lies in focused efforts, continuous evaluation, and the willingness to adapt. By following this roadmap, you can create a more engaged and productive work environment.

Understand high-level results and level up your analysis

Using your employee engagement survey to develop a post-survey action plan

Active participation from everyone in the organization is crucial to ensure that the insights gained from your employee engagement survey lead to meaningful change. Our findings indicate that while 61% of employees anticipate actions following survey results, only 48% witness these expectations being met. 

The absence of follow-through on survey outcomes can significantly dampen employee morale and reduce their willingness to engage in future surveys. Developing a post-survey action plan is essential, but it doesn't have to be complex. It's about commitment and strategy. 

Screen Shot 2024-01-10 at 5.02.13 PM

Effective post-survey action involves:

  • Leadership Engagement : It’s vital for organizational leaders to take the helm in responding to survey results. Their active role in this process underscores its importance.
  • Visible Change from Feedback : Employees need to see that their feedback isn't just heard but acted upon, leading to tangible improvements in the workplace.
  • Manager-Employee Discussions : Managers should engage in meaningful dialogues with their teams about the survey findings, fostering a culture of open communication.
  • Metrics for Progress : To gauge the effectiveness of actions taken, teams should establish clear metrics. This helps track progress and informs future strategies.
  • Commitment to Continuous Growth : Demonstrating an ongoing dedication to improvement signals to employees that their well-being and professional growth are valued.

By ensuring everyone plays a role in this process, from leadership to individual team members, the organization can create a positive cycle of feedback, action, and improvement.

strategic plan employee survey

When selecting employee engagement survey software, it's about more than just choosing a tool; it's about finding a solution that aligns with your strategic goals. Here's a checklist to help you choose the right partner for your organization:

strategic plan employee survey

Select a partner that not only meets these criteria but also shares your commitment to creating a thriving, engaged workplace.

That’s where we come in.

Mobilize your teams around engagement with Quantum Workplace. Get a demo.

Published July 27, 2022 | Written By Kristin Ryba

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How to Approach a Strategic Planning Stakeholder Survey

by Funding For Good | Dec 9, 2022 | Strategic Planning

A keyboard on a table beside a lock, demonstrating how a strategic planning stakeholder survey can unlock new insights.

What happens if your organization is embarking on a strategic planning process and your team goes into goblin mode ? Step one: Try a strategic planning stakeholder survey.

But first, let’s take a minute to understand why your team might be struggling to engage. The Oxford Word of the Year 2022 , “goblin mode,” captures the spirit of what nonprofit staff may be experiencing. After several difficult years, where community needs continued to increase, who could blame people for wanting some downtime? Or, as Oxford defines it, engaging in behavior that “rejects social norms and expectations.”

According to the Financial Times , goblin mode is:

eating pasta out of the saucepan (or Bridget Jones eating ice cream under a duvet); wearing a woolly hat not for warmth but because you haven’t washed your hair; … eating all the raisins out of the cereal because there’s no chocolate in the house

By that definition, we can all use a little goblin mode from time to time.

But when your nonprofit staff are struggling with burnout , being active participants in a thoughtful strategic planning process can feel overwhelming. Sure, they might show up to the retreat, but they may be too burnt out to engage at the level the organization needs.

One solution to this dynamic is to provide more opportunities for input—including activities staff can undertake even in goblin mode. That’s where a strategic planning stakeholder survey comes in. A stakeholder survey can help you gain needed insights about your organization even as you give your team a break from being “on” all of the time.

What Is a Strategic Planning Stakeholder Survey?

A strategic planning stakeholder survey is designed to glean insights about your organization from a diverse set of stakeholders.

Surveys should be custom built for your organization based on sector, type of work, and the challenges and opportunities your nonprofit is facing. You can also customize surveys for each stakeholder group, such as one version for volunteers, one for staff, and one for board. If you’re looking to get the most honest feedback possible, you may want to allow users to answer anonymously.

Are you ready to start the strategic planning process?

How Can a Stakeholder Survey Benefit Your Strategic Plan?

There are several benefits to adding a survey into your strategic planning process:

  • Provides a cost-effective way to get feedback from a wide range of stakeholders. You’ll be able to hear the perspectives of people who otherwise wouldn’t be in the room during your strategic planning retreat. For example, you can survey volunteers, community partners, and even selected donors.
  • Offers new insights through data analytics. Comparing responses across stakeholder groups—such as management and non-management staff—often reveals unexpected insights and new priority areas for capacity building.
  • Increases engagement by enabling more stakeholders, as well as diverse stakeholders, to participate. This is important when we think about learning, thinking and work styles. Some people are more comfortable providing honest feedback in writing, rather than speaking in a room full of people. Going one step further, combining a survey with one-on-one interviews and a retreat would enable you to tap into the fullest range of perspectives.

What Questions Should You Ask in a Strategic Planning Stakeholder Survey?

Ideally, surveys will combine multiple choice questions with open-ended questions. This way you can do quantitative analyses as well as qualitative analyses.

We recommend grouping questions into buckets, such as:

  • Setting organizational baselines : Part of the strategic planning process involves reviewing and honing your vision and mission . Survey questions can help you assess how well your mission and vision statements are working by evaluating how well stakeholders understand your organization’s work.
  • Identifying internal operating challenges and strengths : When surveying staff, we recommend asking questions about organizational culture, management, internal communications, and other systems. You’ll want to identify areas of tension—such as inconsistent management practices across departments—as well as areas of strength. For example, perhaps your team has become excellent at communicating internally about your organizational budget.
  • Targeting opportunities for growth : One benefit of strategic planning is getting clearer on your organization’s goals and metrics for success. That includes identifying areas of mission creep , as well as new opportunities you may be missing. You’ll want to ask direct open-ended questions, such as “What do you see as the biggest opportunities for the organization over the next 3-5 years?” You can also add in multiple choice questions, such as asking respondents to rank core programs by perceived impact and effectiveness. Questions like this help you not only assess the programs but how you communicate about them. For example, you may have a program that’s showing incredible results on metrics that your donors simply don’t know about.

Are you ready to build a sustainable, impactful organization?

How to Use Survey Results

Reviewing survey results can sometimes be difficult for leaders. The goal of a good survey is to find out both what IS working and what is NOT working. That means some answers may be hard to hear. Especially for a leader deeply invested in an organization, answers may even feel personal.

That’s why we recommend working with your strategic planning consultant to design, distribute, and evaluate the survey results. A third party can pull out the trends and nuggets of wisdom, and even increase response rates.

Finally, once you get those survey results back, it may be worth sharing with your staff how their input is informing the strategic planning process. By starting with an easier level of participation, you might just be able to get your team reengaged out of goblin mode.

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Complete Guide to Running Employee Surveys: Part 4 - Action

How should you go about action planning to get the most from your employee survey, boosting employee engagement future participation?

This blog, on action planning and management, is the fourth and final part of our series of blogs on running employee surveys.

  • Part 1 is on Designing your Employee Survey
  • Part 2 is on Launching your Employee Survey
  • Part 3 is on Analysing your Employee Survey Data

Taking action on survey results is critical for employee engagement

Your employee survey results are in. The clock is ticking. People will soon start asking about action planning. And they should, right? That shows that they care. So, are you going to be ahead of the game and seen as taking a measured, proactive approach; or will you be behind the curve and reacting to pressure?

Without action, your employee survey is pointless. In fact, it might be worse than that and drive disengagement. After all, if people have taken the time to give you their feedback it’s plain rude to ignore it. Add to that the time, effort and money that you’ll have wasted running the survey. Yet. It happens.

So how should you go about action planning to maximise the benefits of your employee survey, both for employee engagement in general and for future participation in the process?

Plan for action planning in advance

When it comes to acting on your results, the first tip is that you need to plan your approach to taking action before you launch the survey. Otherwise your response will be slower, less clear and ultimately, less convincing. So, you employee survey should be governed, and that includes:

  • Who will interpret the results?
  • How will the actions be determined and prioritise them?
  • How will ownership be decided? By whom?
  • Where will actions be stored and monitored? By whom?

Making these decisions in advance of launching your survey will make your like much easier after you’ve launched it.

Communicate the action planning process

You could communicate the timetable and outline process for action planning in advance of the survey. That would demonstrate to your people that the survey is part of a bigger plan that has been well-thought through and help build confidence in the process.

That must be weighed up against the simplicity and clarity of a message that focuses on the opening and closing dates of the survey and emphasises the importance of participation.

If you choose the latter, share the plan as soon as the survey has closed. Start by thanking employees for their participation, share the response rates, and outline the next steps. By doing so you will build accountability and increase the likelihood that your survey will deliver business value.

Clearly communicate key results and insights

A key next step should be to highlight company-wide results and insights. While you might not yet know what the action plan looks like, this provides an opportunity to engage by highlighting what you would like to celebrate, as well as some potential areas of opportunity. Do you need to investigate some of these further to understand them fully? If so, say so. Manage the expectation and don’t create a vacuum for people to fill with their own reasons why you’re not doing anything.

Encourage and enable bottom up / operational action

We see a lot of debate about whether to take a top-down or a bottom-up approach to survey action planning, but would advise doing both, for different reasons. If you can quickly start a bottom-up process you can create ‘wins’ at an operational level, enabling people to influence their work environment feel and see some progress.

By being transparent with their teams and facilitating a session that team members to openly respond to the results and contribute to action planning, line managers can build trust and engagement.

A bottom-up process should begin with discussion of the results and what they mean from the team’s perspective:

  • What was surprising or expected about the results
  • What they don’t see, or weren’t asked about
  • What the team can celebrate or keep doing / stop and start
  • What the team can’t influence
  • What mitigating actions can they take?
  • What needs to be escalated to the next level (without encouraging unnecessary ‘upwards delegation’)

A well-planned and executed bottom-up action planning process can also provide additional insight to the more strategic, top-down process without adding excessive delay. We suggest taking an approach that encourages teams to take ownership of what they can, then carefully considering what to raise to their manager’s team, and so on.

Eventually, there will be action taken at each level in the organisation as well as passing up insights and issues that need attention – it’s then interesting to see what gets raised to the executive team!

AND consider strategic, top-down actions

While a bottom-up process gets the ball rolling, it can also give a bit of time for the executive team to take a more considered, strategic perspective. HR can play an important role as facilitators and advisors during strategic action planning, but accountability sit with business leaders.

At a strategic level ‘employee survey action planning’ is a bit of a misnomer. What’s more likely to come from an executive team is a number of broad objectives and / or initiatives that need to be carefully defined, scoped and planned. The kinds of questions that should be considered at a strategic level are different therefore, for example:

  • What broad issues does the data throw up?
  • Are there any business areas or demographics that need further attention?
  • What are the implications of any identified issues for the business and its vision / mission?
  • How could we respond to these implications? What are our broad options?
  • What further evidence / insights might we need?
  • Who would be an appropriate owner / sponsor for this (and why)?

Involve a diverse audience in solving ‘problems’

You will find that the planning process creates potential initiatives or projects that address less easily defined problems. This may be as true within operational teams as it is at senior or strategic levels.

These projects represent excellent opportunities to build engagement, by involving employees and enabling them to influence their work environment; recognising and bringing diverse perspectives and voices to stimulate more creative solutions; creating development opportunities; and stimulating cross-team collaboration.

Manage actions as ‘core’ activity

While action planning is likely to require dedicated workshops to take place, we strongly recommend that, wherever possible, they are integrated into existing management processes and viewed as ‘core’ activity.

By monitoring survey / engagement actions as part of a regular management team meeting, for example, or using the business’s normal task management tools, you make manging employee engagement part of managing the business and not an ‘add on’.

Communicate progress regularly

The potential risk associated with ‘normalising’ actions and projects arising from employee surveys is that people forget that any changes have come from their feedback. It’s important, therefore, to communicate continually on progress, making the link from employee feedback to strategic plans, change, and benefits delivered.

By providing regular updates as part of a continuous process of keeping people informed about what’s happening in the business, you will avoid the classic pitfall of rushing to tell people what you’ve done for them just before you launch the next survey. That’s as ineffective as it is obvious and can raise levels of cynicism exactly when you need it least!

Final thoughts

Taking action on employee feedback is critical to engagement but doesn’t always mean rushing to act. While actions that represent ‘quick wins’ absolutely should be taken and celebrated, all action without thought and reflection is likely to lead to short-term, transactional gains, but little long-term impact. A balance between short- and long-term (operational and strategic) action is therefore important.

As you can see it is communication is critical at every stage. It’s important not to see your survey as an event, but a process that has communication ‘baked in’.

We hope you''ve found our guide to running employee surveys useful and thought provoking. If you have any questions why not tweet @ThePXHub or drop us a message .

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Learn What Defense Civilian Personnel Advisory Services is doing about COVID - Learn More

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  • Policy and Procedures
  • Strategic Human Capital Planning
  • Federal Employee Viewpoint Survey

Mission of the Program:

Employee attitude and opinion surveys are a proven tool for assessing workforce morale, retention, engagement, and readiness. Survey results are used by leaders and supervisors in public and private sector organizations to improve the workforce performance and engage employees. DoD uses FEVS results to inform programs and training content to improve the DoD workforce climate and increase engagement. In the National Defense Authorization Act for Fiscal Year 2004 (Public Law 108-136, November 24, 2003, 117 STAT. 1641), Congress established a requirement for agencies to conduct an Annual Employee Survey (AES) to assess:

  • Leadership and management practices that contribute to agency performance
  • Employee satisfaction
  • Leadership policies and practices
  • Work environment
  • Rewards and recognition for professional accomplishment and personal contributions to achieving organizational mission
  • Opportunity for professional development and growth
  • Work/life balance

Since 2010, the Office of Personnel Management (OPM) annually administers the Federal Employee Viewpoint Survey (FEVS), which meets the requirements of this law (The FEVS includes the 16 mandated AES questions) as well as adding additional questions collecting a greater wealth of data on government programs and workforce attitudes.

The Partnership for Public Service in conjunction with the Boston Consulting Group also uses the results to determine the Best Places to Work in Federal Government rankings available at Best Places to Work in Federal Government . Additionally, OPM and the Office of Management and Budget (OMB) uses results to evaluate agency progress in organizational performance based upon employee feedback. Goals for the OPM FEVS and program include:

  • A responsive survey with a leading-edge design and contemporary content capable of informing leadership priorities.
  • Data of the highest possible quality (e.g., reliable, valid) to support effective organizational development decisions.
  • An agile survey and reporting process to support timely and substantive change actions within agencies and across government.
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Employee Surveys

How engaged are your employees?  We may think that our workforce is highly motivated and ready for tomorrow’s challenges, but how do we really know?  An Employee Survey can help assess the level of engagement of your workforce and–more importantly–point to areas that are causing dissatisfaction and insights on how to fix them.

Employee Surveys—Our Approach

Our Employee Surveys are customized for each client so that we can focus on your specific issues.  With our customized approach, we can divide your workforce into as many subgroups as necessary to comprehensively and effectively evaluate your employee work climate. We can also lead focus groups as part of the survey process to dive deeper into understanding your employees’ needs, expectations, perspectives, and preferences.

To ensure the success of your employee survey experience, we will:

  • Meet with you to fully understand your needs and goals
  • Create a tailor-made survey making sure that we design the questions to best address your needs
  • Distribute the survey electronically or, if necessary, administer a paper version of the questions
  • Collect and analyze all of the completed survey data
  • Produce a comprehensive report that will show you the strengths of your organization and the key concerns of your employees, as well as provide recommendations on how to best deliver the results and create an action plan to address the key issues that have surfaced in the results

The other critical piece to ensuring the success of your employee survey experience is YOU. It is important that your company is committed to taking action based on the input of your employees and to define and communicate what that action will be. Your responses will need to be sincere and honest. Sometimes, action may include telling employees that some of their recommendations cannot be implemented because of certain factors (i.e., cost, time, resources). However, many times, there are seemingly small things that you can do to make a big and positive impact for your employees.

The first step to an engaged workforce starts with an Employee Survey.  Contact us today to get started!

We engaged Strategic HR to help us administer an employee survey.  They were wonderful and everything ran smoothly.  We even had employees that weren’t going to take the survey take it after hearing Strategic HR’s team share why they should.  We had a 96.8% response rate.  Thank you Strategic HR

Additional Information on Employee Surveys:

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  • Employee Engagement Surveys
  • Low Cost Employee Engagement Ideas

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Employee surveys pros and cons that you should know in 2024

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Imagine having a meticulously structured data pipeline that feeds you real-time information about your workforce's sentiments, engagement levels, and operational pain points.

Employee surveys , when strategically deployed, serve as this pipeline, offering a direct tap into the pulse of your organization. Metrics enthusiasts, rejoice!

However, as with any data-driven venture, there are caveats—the cons. Picture a scenario where poorly designed surveys generate noise rather than meaningful data. Survey fatigue, skewed responses, and data integrity issues become formidable challenges that demand a nuanced understanding.

In this blog, we're not just scratching the surface; we're plunging headfirst into the technical intricacies of employee surveys.

What are employee surveys?

Employee providing feedback in the workplace

Employee surveys are powerful tools used by organizations to gather feedback, opinions, and insights from their workforce. These surveys are designed to measure various aspects of the employee experience, including job satisfaction , engagement, communication effectiveness, and overall organizational culture.

At their core, employee surveys aim to provide a structured means for employees to express their thoughts and feelings about their work environment. This feedback is invaluable for companies seeking to understand the pulse of their organization, identify areas for improvement, and make data-driven decisions to enhance employee engagement and satisfaction.

Typically conducted periodically, employee surveys can take various forms, ranging from traditional questionnaires to more modern, technology-driven approaches.

Questions in these surveys may cover a wide array of topics, including job satisfaction surveys , relationships with colleagues and supervisors, work-life balance, professional development opportunities, and perceptions of company leadership.

The insights gathered from employee surveys serve multiple purposes. They can help organizations recognize and address potential issues before they escalate, boost employee morale by acknowledging positive aspects of the workplace, and provide a basis for strategic planning.

What’s the difference between employee surveys and feedback chatbots?

What’s the difference between employee surveys and feedback chatbots?

Employee surveys and feedback chatbots are both tools organizations can use to gather insights from their workforce, but they differ in their approach, functionality, and depth of information they provide.

Let's explore these differences in detail, and then we'll discuss why employee surveys are often considered better for certain purposes.

Nature of interaction

Employee surveys: Surveys typically involve a structured set of questions that employees answer. The questions can cover a range of topics , from overall job satisfaction to specific aspects of the work environment. The responses are collected and analyzed for patterns and trends.

Chatbots: Chatbots, on the other hand, use artificial intelligence (AI) to engage in more conversational interactions with employees. They can gather feedback through chat interfaces, often allowing for more immediate and informal responses.

Depth of feedback

Employee surveys: Surveys often provide a comprehensive and in-depth understanding of employee behavior and sentiments. They allow for nuanced responses and detailed feedback on various aspects of the workplace.

Chatbots: Chatbots are typically designed for quick interactions and may not capture the depth of information that surveys can. Responses may be more limited in scope, and the chat format might not be conducive to detailed, thoughtful feedback.

Timing and frequency

Employee surveys: Surveys are usually conducted periodically, such as annually or semi-annually . This periodicity allows organizations to track changes over time and identify trends.

Chatbots: Chatbots can be deployed more frequently and in real-time, enabling organizations to capture immediate feedback. However, this real-time nature may not be suitable for assessing long-term trends or changes.

Employee surveys: Many surveys offer anonymity, allowing employees to express their opinions without fear of reprisal. This anonymity can encourage more honest answers and open responses.

Chatbots: Depending on the design, chatbots may or may not offer complete anonymity. The conversational nature might make some employees hesitant to provide candid feedback.

Why employee surveys are often considered better:

  • Depth and nuance: Surveys provide a structured and comprehensive approach to gather detailed insights, allowing organizations to understand the nuances of employee sentiments.
  • Long-term trends: The periodic nature of surveys allows organizations to track changes over time and identify long-term trends, aiding strategic planning.
  • Anonymity: Surveys often offer a higher level of anonymity , fostering an environment where employees feel comfortable sharing candid feedback without fear of repercussions.
  • Structured analysis: Surveys generate structured data that can be analyzed systematically, providing actionable insights for organizational improvement.
  • Employee involvement: Surveys involve employees in a deliberate and thoughtful process, signaling that their opinions are valued.

Significance of conducting employee surveys in the modern workplace

Employee feeling stressed in the workplace

Conducting employee surveys in the modern workplace is not just a trend; it's a strategic imperative. In a business landscape characterized by rapid changes, fierce competition, and a growing emphasis on employee experience, these surveys play a crucial role in shaping the dynamics of organizations. Here’s what makes it so important.

1. Employee engagement

Employee surveys provide insights into what motivates and engages employees. This knowledge is invaluable for tailoring strategies to enhance employee engagement surveys, and, consequently, productivity.

2. Identifying pain points

Surveys highlight areas of concern and discontent of departing employees. By identifying pain points, organizations can proactively address issues, fostering a healthier and more positive work environment.

3. Strategic decision-making

Surveys offer a data-driven approach to decision-making. Leaders can base strategic initiatives on tangible feedback, ensuring that organizational changes and business outcomes are well-informed and aligned with employee needs.

4. Talent retention

Through understanding employee satisfaction and dissatisfaction, organizations can implement measures to improve employee retention . Satisfied employees are more likely to stay, reducing turnover costs.

5. Leadership effectiveness

Surveys gauge the effectiveness of leadership. Feedback on leadership styles and communication helps leaders refine their approaches, creating a more cohesive and motivated management team.

6. Innovation and creativity

An engaged workforce is more likely to contribute ideas and embrace innovation. Surveys can uncover barriers to creativity and suggest ways to cultivate a culture of innovation.

7. Wellness and work-life balance

Employee surveys shed light on wellness and work-life balance issues. This information is crucial for implementing policies and practices that support the well-being of employees.

8. Diversity and inclusion

Surveys can assess perceptions of diversity and inclusion within an organization. Understanding these dynamics is vital for promoting a workplace culture that embraces differences.

9. Adapting to change

Modern workplaces are dynamic, and change is inevitable. Employee surveys help organizations manage change effectively by gauging employee readiness, concerns, and suggestions during periods of transition.

10. Enhancing communication

Surveys can evaluate the effectiveness of communication channels within the organization. This insight allows leaders to refine communication strategies for better information flow.

What are employee surveys pros and cons?

Here are the pros and cons of employee surveys. It's important to keep them in mind while creating a survey.

  • Insightful feedback: Employee surveys offer a structured platform for employees to provide detailed feedback on various aspects of their work environment, including job satisfaction, company culture, and leadership effectiveness.
  • Data-driven decision-making: Surveys generate quantitative data that can be analyzed systematically. This data-driven approach enables organizations to make informed decisions based on concrete insights rather than anecdotal evidence.
  • Identifying areas for improvement: Employee surveys highlight areas of concern and dissatisfaction within the organization. This information is invaluable for identifying and addressing issues proactively and fostering a positive work environment.
  • Boosting employee engagement: By involving employees in the feedback process, surveys contribute to a sense of empowerment and engagement. When employees feel their opinions are valued, they are more likely to be engaged employees invested in the success of the organization.
  • Measuring employee satisfaction: Surveys provide a quantitative measure of overall employee satisfaction. This metric serves as a key indicator of employee satisfaction, surveys the health of the workplace, and can guide strategies for improvement.
  • Enhancing communication: Surveys can be used as a tool to assess the effectiveness of communication channels within the organization. Understanding how information flows helps leaders refine communication strategies.
  • Tailoring employee programs: The insights from surveys allow organizations to tailor employee programs, benefits, and initiatives to better align with the preferences and needs of their workforce. This customization can enhance the overall employee experience.
  • Survey fatigue: Employees may experience survey fatigue if they are frequently asked to participate in surveys. This can lead to decreased response rates and potentially biased feedback. I n fact, data shows that the average survey response rate is just 33% .
  • Limited real-time feedback: Employee surveys are typically conducted periodically, which means that organizations may miss out on real-time feedback. This limitation can be a challenge in rapidly changing work environments.
  • Biased responses: Employees may provide responses to survey questions based on what they think the organization wants to hear rather than their true sentiments. This can result in biased or inaccurate data.
  • Overemphasis on quantitative data: While quantitative data is valuable, employee surveys may lack the depth of qualitative insights. Overemphasizing numerical metrics may overlook the nuanced aspects of employee experiences.
  • Inadequate follow-up: Conducting surveys without a clear plan for follow-up actions can lead to frustration among employees. If their feedback doesn't translate into tangible changes, trust in the survey process may erode.
  • Anonymity challenges: Despite assurances of anonymity, some employees may be hesitant to provide candid feedback out of fear of identification. This can impact the honesty and depth of the responses.
  • Interpretation bias: Analyzing survey results requires a nuanced understanding to avoid misinterpretation . If not conducted properly, there's a risk of drawing incorrect conclusions from the data.

What should you not do with an employee survey?

Employee panicking in the workplace

Conducting employee surveys is a valuable practice, but to ensure their effectiveness and maintain the trust of your workforce, it's crucial to avoid certain pitfalls. Here's a list of what you should not do with an employee survey:

  • Do not conduct surveys without a clear purpose or defined goals. Aimless surveys can confuse employees and lead to disengagement.
  • Don't disregard anonymity concerns. Ensure that employees feel secure in providing honest feedback by addressing confidentiality and anonymity explicitly.
  • Don't overwhelm employees with an excessive number of questions. Long surveys contribute to survey fatigue and may result in incomplete or rushed responses.
  • You should not launch surveys without adequate communication. Inform employees about the purpose, timing, and potential impact of the survey to encourage participation.
  • Don't fail to follow up on survey results. Neglecting to communicate post-survey actions can erode trust and discourage future participation. That’s why only 20% of employees feel that their managers will act on survey results.
  • Never solely rely on quantitative data. While numerical metrics are valuable, qualitative insights provide a richer understanding of employee experiences.
  • Do not conduct surveys too frequently. Survey fatigue can set in, diminishing the quality of responses and causing a decline in participation rates.
  • Don't pose ambiguous or leading questions. Clear, unbiased questions are essential for obtaining accurate and meaningful feedback.
  • Don't collect feedback without a plan for actionable items. Employees expect their input to lead to tangible improvements; failing to deliver on this can lead to disillusionment.
  • Never disregard or dismiss survey results. Demonstrating a commitment to addressing identified issues is crucial for maintaining trust and employee engagement.

When should you not conduct a survey?

Before initiating an employee survey, it's imperative to establish clear objectives and a well-defined purpose. A survey without a specific reason for gathering feedback can leave employees confused and less likely to engage meaningfully. The lack of a clear focus can dilute the effectiveness of the survey and diminish its impact on organizational improvement.

Equally important is the organization's ability and commitment to act on the feedback received. If there is a reluctance or inability to implement changes based on the survey results, conducting the survey may not be advisable.

Employees expect their input to lead to tangible improvements, and a failure to follow through on this expectation can erode trust and diminish the credibility of employee input in future surveys.

Resource constraints for proper follow-up should also be taken into account. Employee surveys require not just the effort to collect data but, more crucially, a strategic plan for addressing identified issues.

If the organization lacks the resources, both in terms of time and personnel, to effectively act on the feedback, it might be prudent to postpone the survey until the necessary infrastructure is in place.

Additionally, organizational context plays a significant role in determining the appropriateness of conducting a survey. If the organization is undergoing substantial changes, such as mergers, restructurings, or leadership transitions, introducing a survey during these periods may yield skewed results.

Employees may be preoccupied or uncertain, impacting the accuracy and reliability of the feedback.

Lastly, considering the frequency of surveys is essential. Conducting surveys too frequently can lead to survey fatigue, diminishing the quality of responses and potentially causing a decline in participation rates.

It's crucial to strike a balance and ensure that surveys are spaced out appropriately to maintain the engagement and enthusiasm of employees in providing valuable feedback.

Significance of employee survey results in creating an engagement action plan

Employers are planning their action plan with survey results

Interpreting and leveraging employee survey results is a critical phase in the journey toward creating an effective engagement action plan. The significance of these results lies in their potential to inform targeted strategies and interventions that directly impact employee engagement.

Firstly, employee survey results serve as a diagnostic tool, providing a comprehensive understanding of the current state of employee sentiment and engagement within the organization.

Analyzing these results unveils areas of strength and areas that require attention. It's akin to a health check for the organizational culture, pinpointing where things are thriving and where there's room for improvement.

Moreover, the data gleaned from employee engagement surveys is inherently actionable. The specifics of the feedback—whether positive or negative—offer tangible insights into what aspects of the workplace contribute to or hinder engagement.

This granularity allows organizations to craft targeted strategies, tailoring interventions to address specific pain points and capitalize on existing strengths.

Employee survey results also play a pivotal role in setting priorities. Not all issues uncovered by the survey may be of equal importance or urgency. By prioritizing based on survey findings, organizations can focus their resources and efforts on the most critical areas, ensuring a more effective and efficient employee engagement survey action plan.

Additionally, survey results provide a baseline against which progress can be measured. Regularly conducting surveys allows organizations to track changes over time, assessing the impact of implemented strategies and interventions. This iterative approach ensures that the engagement action plan remains dynamic and responsive to evolving employee needs.

Crucially, involving employees in the interpretation of survey results fosters a sense of ownership and accountability. When employees see that their feedback has been heard and understood and is influencing positive changes, it enhances their trust in the organization's commitment to their well-being. This, in turn, contributes to a culture of open communication and collaboration.

In conclusion, employee surveys serve as a dynamic and invaluable tool in the modern organizational landscape.

By navigating the intricacies of survey design, implementation, and interpretation, organizations can unlock a wealth of insights that guide strategic decision-making, enhance employee engagement, and foster a culture of continuous improvement.

The pros of employee surveys, ranging from insightful feedback to data-driven decision-making, underscore their significance in shaping organizational dynamics.

However, it's crucial to navigate the potential of employee surveys pros and cons with caution—avoiding pitfalls such as survey fatigue, ambiguous questions, and inadequate follow-up. Timing is key; surveys should be conducted purposefully, with clear objectives, and in a context where the organization is prepared to act on the feedback received.

Santhosh

Santhosh is a Jr. Product Marketer with 2+ years of experience. He loves to travel solo (though he doesn’t label them as vacations, they are) to explore, meet people, and learn new stories.

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Strategic Planning, Surveys and Execution. How to Connect?

Surveying customers and employees is an essential component of strategic planning and executing a plan.

Our firm specializes in facilitates our clients’ development of strategic frameworks . These provide a multi-year roadmap to success.

Strategic Framework Model

Strategic Planning Surveys

Within the Strategic Framework are Pillars of Success – or core areas of focus. We can establish the Pillars of Success relatively easily based on our understanding of the business model. But the next two levels of detail – Strategic Objectives and Measures require empirical data to inform our decisions about levels of priority, urgency, and timing of actions. This data should originate from surveys of our customers and our staff.

Surveys can be implemented in advance of a strategic planning session . But we often conduct a two-session planning process and the implementation of the survey between these sessions aids in creating the right questions and then providing the data to finalize the Strategic Framework.

7 Questions to assess your Strategic Planning ▹

We like Survey Monkey . It is an excellent resource for creating and implementing surveys. We try to keep surveys short. They always have three components:

  • An overall satisfaction rating
  • Specific graded responses on topics that are relevant to the audience (customers or employees)
  • Narrative responses that identify what we are doing well, what we need to stop doing, and what we need to start doing.

It’s the second category of questions that is crucial.

We want to capture responses about the level of satisfaction they are experiencing on a range of issues. The structure of the questions looks like this:

How satisfied are you with the following?

We also want to capture responses about the level of importance they attach to those same issues. The structure of the questions looks like this:

How do you rate the importance of the following?

With this data you can plot on a matrix the results for each question. We can then visually recognize the implications:

Strategy Planning Survey Results Matrix

The Strategy Planning Survey Results Matrix Illustrates three types of situations:

  • First, areas where we reportedly are doing well (high satisfaction and high importance). For these, we need to maintain a high level of performance.
  • Second, areas where we reportedly are not there yet in the eyes of our customers or employees (low satisfaction but high importance). For these, we need to make it a priority on improving our performance.
  • Third, areas where reportedly there is little sense of importance (low or high satisfaction with low importance). For these, we must question whether we should be putting any focus and resources on these activities.

Strategic Planning Execution

Based on these results we can calibrate our Strategic Objectives and Measures within the Strategic Plan. We can decide to implement priority improvement projects. We can decide to abandon activities and processes that have no strategic importance.

Once the Strategic Plan is launched the survey can be repeated every two years. The results will enable mid-course corrections. They should also create moments to celebrate performance improvement victories.

Get Planning Self Assessments for Free ▹

One Reply to “Strategic Planning, Surveys and Execution. How to Connect?”

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How — and why — to upskill your employees

Expanding your workers’ tech skills increases their engagement and performance while boosting the company’s innovation and competitiveness..

Linda Rosencrance

Contributing Writer, Computerworld |

business training meeting collaboration by fauxels via pexels

Technology is evolving faster than ever, and the skills that technologists use in their work are advancing just as fast. “For example, a third of the skills data scientists were using five years ago are now obsolete, and those skills have been replaced by newer and different skills,” said Fiona Mark, principal analyst at Forrester Research.

Such rapid advances in technology are only exacerbating the ongoing tech talent shortage . Despite a surge in tech industry layoffs in recent years, workers with key technical skills are still in demand, and turnover in tech roles remains high, said Susan Vroman, senior lecturer, management at Bentley University.

That’s why, instead of focusing solely on hiring new workers, more and more organizations are prioritizing expanding the technical skills of their existing employees, a practice known as upskilling . “Employers have to upskill their employees so they can do the work that needs to be done and ensure their organizations can adapt to all these changes in technology,” said Mark.

Upskilling benefits both employee and employer

Learning new skills helps tech employees build expertise, improves their job satisfaction, and increases their earning potential and future career opportunities, said Julie Schweber, a senior HR knowledge advisor at the Society for Human Resource Management (SHRM).

Thomas Vick, senior regional director at recruitment firm Robert Half, agreed. Employees who learn new skills and new technologies will become more marketable to other departments within their organizations, he added. They’ll also become marketable to other organizations in the event they decide to change jobs.

For employers, upskilling reduces the costs of hiring new workers who have the skills they need. These savings more than offset the costs of upskilling existing employees, according to the 2020 " Rethinking the Build vs. Buy Approach to Talent " report from consulting firm Whiteboard Advisors.

“Research suggests that the cost of recruiting a mid-career software engineer (who earns $150,000-200,000 per year) can be $30,000 or more including recruitment fees, advertising, and recruiting technology expense,” the report stated. “This new hire also requires onboarding and has a potential turnover of two to three times higher than an internal recruit. By contrast, the cost to train and reskill an internal employee may be $20,000 or less, saving as much as $116,000 per person over three years.”

In addition, organizations that upskill their workers demonstrate their commitment to improving the employee experience. Learning new skills can boost employee satisfaction, engagement, and performance, factors that are crucial to the future success of an organization. And it demonstrates to workers that the company supports and cares for them enough to invest in their professional development, Schweber said.

What’s more, enhancing employee tech skills enables organizations to adapt rapidly to change, stay competitive, and remain relevant in an ever-evolving business landscape, Schweber added. “Building a more technically skilled workforce increases productivity, innovation, and competitiveness.”

But how exactly do enterprises go about upskilling their technical employees?

Instill a learning culture

Megan Dixon is vice president of data science at Assurance IQ, a firm that helps consumers find and choose insurance plans. She heads the data science department, which works with cross-functional teams building data science products into the company’s platform.

Dixon’s team is constantly working to improve the data and analytics capabilities of the entire technology department, she said. Doing so ensures that all the tech employees can use the power of data to make good business decisions.

“We believe that analytical thinking and being able to leverage data for decision making is a skill for everybody — technical and non-technical employees,” Dixon said. “We really have a learning culture.”

To that end, Assurance has launched the Assurance Analytics Academy, which provides online training courses and modules to help both technical and non-technical employees learn about analytics on their own. “We want them to get a better understanding of how to use data in their decision making,” she said.

Assurance started out with foundational learning, sort of like analytics 101, Dixon said. This helps employees uncover and understand the business metrics that the company really cares about. The goal is to enable employees to determine how to tie the work that they’re doing to the specific outcomes of the business.

Dixon said she’s seen more employees using data to drive decision-making since the company launched the Analytics Academy. “We’ve been hosting data science office hours for several years now, and since the training, questions evolved from basic — like ‘how do I do X?’ — to more advanced. [Now] when we need to solve a problem, employees tend to look for root causes in the data before jumping to solutions,” she said.

“We’re working on adding more specialized tracks for more specific areas so that employees can really figure that out for the area of the company that they’re focused in,” she added.

As part of their digital transformations, many organizations create a set of courses that they might call an academy or university, said Forrester’s Mark. “It’s creating a curriculum around particular training programs that support the development of a range of skills that are aligned to organizational objectives,” she said. “Some companies may partner with third parties to develop these programs.”

However, just providing these courses isn’t enough. It’s important to create a supportive environment so employees can take the time to acquire and apply those new skills in their work, Mark said.

Develop a strategic plan

Above all else, every employer should have a strategic plan in place that details the organizations’ goals and ensure that those goals are conveyed to the employees, said Vroman at Bentley University.

Organizations need to figure out where they hope to take the business and then do a skills gap analysis, she said. In other words, they must identify the technical skills that their workforces have now and what skills the organizations will need in the future.

“By identifying those gaps, you can see what technical skills you need to have people doing and where you need to develop people,” she said. “Then you can go back and ask your employees if they’re interested in learning about the skills you need to have.”

Companies should determine what skills they need from a business perspective as well as what employees want or value in upskilling, said SHRM’s Schweber. Some employers might survey their staffs to get specific input from employees, she added.  

“Employers should explore all upskilling options, including skilled credentials, certificates, certifications, degrees, and online training,” she said.

In addition to outlining company goals and specific plans around employee skills development, an organization’s upskilling policy should clearly define what training the employer will pay for and other ways the employee will be supported while acquiring new skills. For example, employers “need to support any potential time off that employees may need to pursue upskilling,” Schweber said.

Organizations should share these policies with their employees throughout the year, including during onboarding, performance reviews, benefits communications, and annual enrollment meetings, she said.

“Employees must be aware of any upskilling or professional development opportunities that a company supports,” she said. “Make sure supervisors are aware of the company’s professional upskilling opportunities and can talk about it with their teams.”

Support both internal and external upskilling

Offering courses internally is strongly encouraged, said Vick at Robert Half. “The more you can offer internally enables you to get a better understanding of what your employees are learning,” he said. “Then you’re able to tailor those courses to what it is you’re looking for the employees to learn. So you have more control from that perspective.”

However, organizations should also be open to and support external upskilling, Vick said. That could mean reimbursing employees for going out and learning new skills, as well as supporting flexible schedules so that they can go to classes, conferences, or other trainings to learn these additional skills, he said.

This advice also applies to organizations looking to upskill their non-technical employees who want to move into technical roles. “Organizations should explore programs with local community colleges, tech schools, and colleges/universities in the area that are likely to have introductory classes for non-technical staff interested in pursuing technical roles in the future,” SHRM’s Schweber said.

Pair the learner with an experienced employee

The theoretical learning that’s found in online learning courses needs to be augmented with some social or relationship learning, such as teaming up the learner with a mentor, where people can learn together and from each other.

In addition, companies should ensure that the employee learning a particular skill is paired with and working side by side with someone who is proficient in that skill, said Graham Waller, vice president and distinguished analyst at Gartner.

“For example, the learner and the experienced employee could sit side by side coding in person or virtually, so the learner can learn by doing,” he said. “We’ve found that the combination of theoretical learning, social learning, and experiential learning is really critical.”

Don’t overlook non-technical employees

Even non-technical employees who have the opportunity to learn tech skills and apply those skills in their work will be able to do their day-to-day jobs more efficiently, said Assurance IQ’s Dixon.

And as tech employees increase their skills and take on more advanced roles in the organization, entry-level technical roles will open up. Upskilling non-technical employees so they might move into those roles is a smart move.

“There are technical roles that non-technical employees can learn and that they can be performing for your organization,” said Bentley University’s Vroman. “And they’ll probably be thrilled for the opportunity to learn some new skills.

“So ask your non-tech employees if they’re interested in growing into a technical role. They may flourish. And if they do, then they’ll be an asset for you. Plus, they’ll have loyalty to the organization for giving them that start.”

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Linda Rosencrance is a freelance writer/editor/author who has written about information technology since 1999.

Copyright © 2024 IDG Communications, Inc.

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Why HR Leaders Must Get More Strategic About Payroll

Payroll has the potential to provide valuable insights for strategic decision-making, creating a big impact on business outcomes and significantly influencing the success of an organization.

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In this article, we discuss:

  • Why HR leaders must implement strategic payroll practices to drive business outcomes
  • The role of automation in elevating payroll as a strategic partner
  • Why payroll is more than a transactional function and can provide valuable insights for decision-making

Faced with a rapidly changing business landscape, the C-suite increasingly looks to HR leaders to create a robust talent strategy that fuels the broader business strategy. That’s a positive trend in helping HR achieve the strategic partner status it deserves. But for HR leaders to continue to elevate their strategic presence, operational HR functions must also evolve—specifically, payroll. 

Payroll operations is a business-critical function, but its back-office nature fosters the notion that running payroll is as simple as hitting a button. In reality, payroll is more than a transactional function. It has the potential to provide valuable insights for strategic decision-making and, ultimately, impact business outcomes.

HR leaders who recognize the importance of payroll as a strategic function can unlock the full potential of their role as a strategic partner, enabling their organizations to stay ahead amid a dynamic marketplace.

Payroll’s Potential: It’s All About the Data

Payroll is like a car engine—it may not be the most glamorous part, but it’s essential for everything else to function. It also impacts employees at a personal level and plays a big role in the overall employee experience. 

If payroll isn’t delivered accurately, on time, and in compliance, that can directly affect an employee’s ability to put gas in their car or purchase food. In the workplace, employees’ ability to quickly manage benefits and get answers related to their pay can make all the difference in fostering an engaged and empowered workforce.

But can payroll make the all-the-difference impact that drives business outcomes? Yes, and it does so in the same way it impacts the employee experience: through payroll data.

Stacey Harris, chief research officer and managing partner of Sapient Insights Group, shared that insight on a Workday-sponsored episode of HR, We Have a Problem , a podcast miniseries hosted by Teri Zipper, chief executive officer of Sapient Insights Group. 

“Time and time again, our data shows that rolling data throughout the organization—to more than just the executives, to more than just the HR business partners—but to all levels within the organization at some point and providing guidance on how that data should be read is . . . just like any other sort of metric, [and] allows you to make some adjustments to what you’re doing, to how you’re working with your employees,” Harris says.

For example, payroll data provides details on labor costs and tax liabilities by location, offering insights to make smart business decisions and run a compliant payroll process. From a workforce planning perspective, payroll data showing more overtime costs in one office location versus another can prompt leaders to assess workforce gaps and talent management approaches.

For payroll to serve as a strategic HR function, automation should be done with a focus to help payroll professionals deliver forward-looking metrics.

How Automation Elevates Payroll’s Strategic Potential

Payroll plays an important role in helping to ensure organizations operate ethically and within government regulations. However, this requires tactical work, which can involve calculating payroll taxes, data entry, or conducting audits and leave little time for professionals to focus on strategic work. 

Although technology has helped payroll processes become more streamlined, companies still aren’t achieving enough efficiencies. According to Deloitte’s most recent “Global Payroll Benchmarking Survey” report, more than 25% of survey respondents indicated that their payroll staff spends the most time each month on running payroll that is largely manual.

So, what can make the difference for payroll teams to be viewed as strategic versus just getting the job done? It’s driving efficiency with a focus on creating business impact.

First, HR leaders should assess payroll’s workload: “You have to take a step back and say, ‘I need to either get help so I can figure out how to do this more efficiently, or get help so I can outsource some of these elements and figure out what that cost is and how that will save me,’” Harris says.

While automation has helped streamline and simplify parts of the payroll process, it should do more than drive efficient record-keeping and tax filings. For payroll to serve as a strategic HR function, automation should help payroll professionals deliver forward-looking metrics. 

“[For] the organizations that were viewed as strategic, what they were doing differently from a reporting perspective was going beyond compliance reports and providing other information,” says Teri Zipper, chief executive officer of Sapient Insights Group. 

Take, for instance, overtime insights from payroll data. Tracking overtime is important to comply with labor laws and budgeting, but it can also alert company leaders to root causes and forecast future costs. Are employees working overtime because there’s a staff shortage? Or are staff working overtime due to the incentive of increased extra pay, possibly signaling a lack of efficiency?

“That’s when you start to realize that’s a forward-looking metric for workforce planning that most organizations overlook,” Harris says. “That’s the piece where, when you’re being strategic, you have to not just look behind you at what you need from a workforce planning perspective, but also ahead of you.”

Most organizations don’t connect the dots to the payroll data and workforce planning or employee experience until employees voice frustration, Harris adds. 

“And that’s not when you want to be making those decisions,” Harris says.

Utilizing Data-Driven Insights for Better Decision-Making

In times of uncertainty, HR leaders can leverage data-driven insights from payroll services to make better decisions. By analyzing payroll data, HR can gain valuable insights into employee performance, productivity, and engagement.

These insights can inform strategic workforce planning and help organizations navigate challenging times with agility and resilience. With the right payroll technology and analytics tools, HR leaders can harness the power of data to drive informed decision-making and optimize the use of their workforce for improved business outcomes.

Learn more about elevating payroll as a strategic HR function through the Workday on-demand webinar “Mastering Outcomes: a New Leadership Model for Strategic HR and Payroll.”

Two Workday leaders share why organizations need to rethink their global payroll strategy and explain what organizations need in order to make the shift.

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Companies can thrive when they maximize their available HR data and resources. Read this whitepaper to learn about strategic HR and how organizations can implement it for greater business success.

Read Whitepaper

In this webinar, a panel of HR strategy experts explain how to raise core HR and payroll practices to a strategic level and achieve actionable business results.

Watch Webinar

More Reading

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Why CFOs Must Focus on Closing the AI Trust Gap

Finance leaders should work to improve trust around AI to help improve adoption of the technology and enable digital transformation to achieve greater productivity, Workday CFO Zane Rowe said at the most recent World Economic Forum in Davos.

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Workday’s Global Payroll Strategy: A Connected HR and Payroll Experience

Our global payroll strategy combines Workday technology with an expansive partner ecosystem to provide customers with the solutions that best support their evolving needs.

strategic plan employee survey

Bolster Your Talent Strategy With a Flexible Workforce: 3 Crucial Tips

Closing the talent gap is a persistent issue for organizations, exacerbated by rapid technological advancements. Addressing it requires a flexible talent strategy that includes utilizing the contingent workforce and promoting internal talent mobility.

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2023 Employee Engagement Survey executive summary

The annual Washington State Employee Engagement Survey (EES) provides a reliable source of feedback from executive branch employees in the areas of general engagement, communication, diversity, resources to carry-out the work, growth/ development, inclusion/ belonging, manager effectiveness, recognition, work-life balance, change management, and pro-equity anti-racism. The survey was conducted in October 2023 and was administered to all executive branch agencies and two higher education institutions. Participation in the survey increased from 66% in 2022 to 68% in 2023: 50,758 employees (1,343 from higher education).

This year’s survey consisted of the 37 questions:

  • 26 of the questions were Likert type questions asking respondents to rate their agreement to the question statement on a five-point scale from “Strongly Disagree” to “Strongly Agree”.
  • The remaining 11 questions concerned employee demographics. 

2023 marked the implementation of a new EES where both the questions and response scales were updated to reflect best practices in employee engagement research. Though some questions on the survey are similar to prior years’ questions on the EES, the wording and rating scale changes make any comparison to prior years’ surveys unreliable. The 2023 survey results serve as a new baseline for survey results moving forward.

What we found

Our successes.

86% of respondents felt their immediate supervisor treated them with respect.

79% of respondents felt their immediate supervisor created an environment of openness and trust.

78% of respondents agreed that their immediate supervisor is a good leader.

76% of respondents indicated that they are satisfied with their telework and remote work opportunities.

Areas for improvement

56% of respondents indicated they are appropriately involved in decisions that affect their work.

51% of respondents indicated they had opportunities for advancement.

48% of respondents indicated senior leadership at their agency did a good job of communicating the reasons behind important changes that are made.

48% of respondents felt supported during organizational change at their agency.

Demographic data

We collected demographic data for nearly all state agencies in the 2023 State Employee Engagement survey. While demographic data is voluntary for respondents, it helps us understand the experience of all employees. We also work to build trust in sharing this voluntary information to improve employee experience and foster a work environment where all employees feel heard and included. This data is important for agencies and the enterprise to ensure we gain insight about our diverse workforce. Some key data points include

  • 13% of all survey respondents self-identified as having a disability. This is 8% higher than the 5% currently reported in the Human Resource Management System (HRMS).
  • 10% of respondents identified as a Veteran. This is 4% more than what is currently reported in HRMS as the total percentage of veterans in the workforce.
  • 22% of respondents identified as a person of color. This percentage is 1% lower than what is currently reported in HRMS.

These survey results contain valuable information allowing us to better understand statewide and agency engagement levels. We strongly encourage agencies to act on these results specifically related to creating an environment of belonging where employees feel valued, supporting employees through organizational change, and continuing to demonstrate inclusion in all agency activities. We also encourage agencies to supplement this information with agency-specific action like additional limited scope surveys and focus groups targeting areas for growth or improvement. This can help agencies assess steps as they begin to act based on their 2023 Employee Engagement Survey results.

See our dashboard for more information on the 2023 State Employee Engagement Survey .

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More From Forbes

Navigating the first quarter: eight goals every company can aim for.

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Jeremy Bradley-Silverio Donato, COO at Zama .

As the first quarter of the new fiscal year unfolds, it’s crucial for companies, regardless of their size or sector, to set clear, achievable goals. This period is not just about getting a strong start; it’s about laying the groundwork for year-long success. Let's explore eight goals every company should consider prioritizing in Q1 to help ensure sustainable growth, adaptability and profitability.

1. Financial Health Assessment

A comprehensive review of your company's financial health is paramount. Analyze the previous year's financial statements to identify strengths, weaknesses and areas for improvement. The goal here is to establish a robust financial strategy that includes budget adjustments, cost management and revenue forecasts. By doing so, companies can set realistic financial targets for the year and devise contingency plans to mitigate unforeseen financial challenges.

2. Strengthening Customer Relationships

The beginning of the year is an ideal time to re-engage with your existing customers and partners, as well as reach out to potential new ones. Focus on understanding customer needs, enhancing customer service and improving the overall customer experience. This can be achieved through customer feedback surveys, loyalty programs and personalized marketing strategies. Strong customer relationships are vital for repeat business and can lead to valuable referrals.

3. Innovation And Product Development

Innovation should be a continuous goal, but the first quarter of the year offers a fresh opportunity to reassess and invigorate your product or service offerings. I recommend focusing on research and development to find ways to innovate and stay ahead of market trends. You might upgrade existing products, introduce new services or venture into unexplored markets. Staying innovative can not only attract customers but also help your company maintain a competitive edge.

After A 12-Month Wait, The Ukrainians Are Finally Firing Their 90-Mile Glide-Bombs At The Russians

Jack smith: supreme court shouldn't pause trump election case over 'presidential immunity', joe biden could send millions of artillery shells to ukraine, for free, tomorrow. and it’s perfectly legal., 4. employee engagement and development.

Employees are the backbone of any organization , and their engagement and development should be a top priority. Q1 is the perfect time to set goals for employee training, career development and team-building activities. Investing in employees can lead to a number of potential benefits , including increased productivity, job satisfaction and retention rates. Companies should also ensure that they are fostering a positive and inclusive work culture.

5. Strengthening Operational Efficiency

Operational efficiency is key to profitability and competitiveness. Companies should audit their operational processes to identify bottlenecks and areas for improvement. Resolving bottlenecks could involve investing in new technology, streamlining processes or reorganizing teams. Aim to make operations as lean and efficient as possible without compromising on quality or employee well-being.

I recommend focusing on two key aspects.

• Process mapping: The objective is to spot inefficiencies and redundant steps. Ask yourself: What steps are in our process? Where do delays happen? Can steps be automated? For a manufacturing line, for example, process mapping might show delays at manual quality checks, and you should introduce automated inspections to cut inspection times and errors.

• Resource utilization: With this, the objective is to check for misused or underused resources. Ask yourself: Is staffing adequate per process stage? Can technology boost productivity? Are any resources idle? By asking these questions, a company might find consultants are overburdened with administrative tasks, for instance, and the solution may be to implement project management software to streamline admin work and boost billable hours.

In brief, begin with data analysis and employee feedback to understand current operations. Prioritize and phase in changes, monitoring impacts and adjusting as needed. This approach not only showcases expertise in operational efficiency but also serves as a practical guide for others to enhance their workplace processes.

6. Focusing On Sustainability And Corporate Responsibility

Sustainability and corporate responsibility are no longer optional; I believe they are essential for modern businesses. Set goals to reduce your company's environmental footprint, engage in ethical practices and contribute positively to your community. This could involve sustainable sourcing, reducing waste or supporting local initiatives, for example.

7. Enhancing Digital Presence And Cybersecurity

In today's digital world, companies need to have a strong online presence. Focus on improving your company's website, engaging on social media and using digital marketing strategies to reach a broader audience.

Alongside this, cybersecurity must be a top priority. Companies need to ensure their data and that of their customers are secure. Ensure you're conducting regular security audits, sharing updates and prioritizing employee training on cybersecurity best practices.

8. Strategic Planning And Risk Management

Q1 can also be used to refine or develop a strategic plan that outlines the company's direction for the year. Set clear, measurable goals and identify key performance indicators. Additionally, use this time to assess potential risks and develop risk-management strategies. This proactive approach helps in navigating uncertainties and ensures you're prepared for various scenarios.

The first quarter is a critical time for companies to set the tone for the rest of the year. By focusing on these key areas—financial health, customer and partner relationships, innovation, employee engagement, operational efficiency, sustainability, digital presence and strategic planning—businesses can build a strong foundation for sustained success. It’s not just about hitting the ground running; it’s about moving forward with a clear, strategic vision and the agility to adapt to an ever-changing business landscape. Remember, the goals set in Q1 can significantly influence not just the upcoming fiscal year but also the long-term trajectory of the company.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

Jeremy Bradley-Silverio Donato

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Strategic planning survey reminder.

A Message from Dr. Renée T. White, Provost and Executive Vice President for Academic Affairs, Co-Chair; and Dr. Lara Penin, Professor of Transdisciplinary Design, Parsons School of Design, Co-Chair

‌In last week’s update, we shared that this semester marks the final phase of our University Strategic Planning Process. Since we began this process in Spring ‘22, we have engaged our community in conversations about where we want to be as an institution in the years to come. 

‌The Strategic Planning Steering Committee wants to hear from you one more time. You’re invited to share your reflections based on a series of questions informed by the work leading up to this point, from outreach to the colleges, departments, governing bodies, and other constituency groups, Compassion Critique sessions, and Visioning sessions. 

‌Your feedback will help shape a final set of community priorities that will be included in the strategic plan report and toolkit. 

The survey will remain open through  Thursday, February 15 . Look for us on campus today and tomorrow for giveaways and incentives for completing the survey!

‌Students who complete the survey will be entered to win a $75 gift card! Look for us on campus today and tomorrow for additional giveaways and incentives for completing the survey!

‌Thank you for your continued investment and involvement in working towards a better future here at The New School. Your participation, input, and engagement has been essential to this entire process.

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Create a form in Word that users can complete or print

In Word, you can create a form that others can fill out and save or print.  To do this, you will start with baseline content in a document, potentially via a form template.  Then you can add content controls for elements such as check boxes, text boxes, date pickers, and drop-down lists. Optionally, these content controls can be linked to database information.  Following are the recommended action steps in sequence.  

Show the Developer tab

In Word, be sure you have the Developer tab displayed in the ribbon.  (See how here:  Show the developer tab .)

Open a template or a blank document on which to base the form

You can start with a template or just start from scratch with a blank document.

Start with a form template

Go to File > New .

In the  Search for online templates  field, type  Forms or the kind of form you want. Then press Enter .

In the displayed results, right-click any item, then select  Create. 

Start with a blank document 

Select Blank document .

Add content to the form

Go to the  Developer  tab Controls section where you can choose controls to add to your document or form. Hover over any icon therein to see what control type it represents. The various control types are described below. You can set properties on a control once it has been inserted.

To delete a content control, right-click it, then select Remove content control  in the pop-up menu. 

Note:  You can print a form that was created via content controls. However, the boxes around the content controls will not print.

Insert a text control

The rich text content control enables users to format text (e.g., bold, italic) and type multiple paragraphs. To limit these capabilities, use the plain text content control . 

Click or tap where you want to insert the control.

Rich text control button

To learn about setting specific properties on these controls, see Set or change properties for content controls .

Insert a picture control

A picture control is most often used for templates, but you can also add a picture control to a form.

Picture control button

Insert a building block control

Use a building block control  when you want users to choose a specific block of text. These are helpful when you need to add different boilerplate text depending on the document's specific purpose. You can create rich text content controls for each version of the boilerplate text, and then use a building block control as the container for the rich text content controls.

building block gallery control

Select Developer and content controls for the building block.

Developer tab showing content controls

Insert a combo box or a drop-down list

In a combo box, users can select from a list of choices that you provide or they can type in their own information. In a drop-down list, users can only select from the list of choices.

combo box button

Select the content control, and then select Properties .

To create a list of choices, select Add under Drop-Down List Properties .

Type a choice in Display Name , such as Yes , No , or Maybe .

Repeat this step until all of the choices are in the drop-down list.

Fill in any other properties that you want.

Note:  If you select the Contents cannot be edited check box, users won’t be able to click a choice.

Insert a date picker

Click or tap where you want to insert the date picker control.

Date picker button

Insert a check box

Click or tap where you want to insert the check box control.

Check box button

Use the legacy form controls

Legacy form controls are for compatibility with older versions of Word and consist of legacy form and Active X controls.

Click or tap where you want to insert a legacy control.

Legacy control button

Select the Legacy Form control or Active X Control that you want to include.

Set or change properties for content controls

Each content control has properties that you can set or change. For example, the Date Picker control offers options for the format you want to use to display the date.

Select the content control that you want to change.

Go to Developer > Properties .

Controls Properties  button

Change the properties that you want.

Add protection to a form

If you want to limit how much others can edit or format a form, use the Restrict Editing command:

Open the form that you want to lock or protect.

Select Developer > Restrict Editing .

Restrict editing button

After selecting restrictions, select Yes, Start Enforcing Protection .

Restrict editing panel

Advanced Tip:

If you want to protect only parts of the document, separate the document into sections and only protect the sections you want.

To do this, choose Select Sections in the Restrict Editing panel. For more info on sections, see Insert a section break .

Sections selector on Resrict sections panel

If the developer tab isn't displayed in the ribbon, see Show the Developer tab .

Open a template or use a blank document

To create a form in Word that others can fill out, start with a template or document and add content controls. Content controls include things like check boxes, text boxes, and drop-down lists. If you’re familiar with databases, these content controls can even be linked to data.

Go to File > New from Template .

New from template option

In Search, type form .

Double-click the template you want to use.

Select File > Save As , and pick a location to save the form.

In Save As , type a file name and then select Save .

Start with a blank document

Go to File > New Document .

New document option

Go to File > Save As .

Go to Developer , and then choose the controls that you want to add to the document or form. To remove a content control, select the control and press Delete. You can set Options on controls once inserted. From Options, you can add entry and exit macros to run when users interact with the controls, as well as list items for combo boxes, .

Adding content controls to your form

In the document, click or tap where you want to add a content control.

On Developer , select Text Box , Check Box , or Combo Box .

Developer tab with content controls

To set specific properties for the control, select Options , and set .

Repeat steps 1 through 3 for each control that you want to add.

Set options

Options let you set common settings, as well as control specific settings. Select a control and then select Options to set up or make changes.

Set common properties.

Select Macro to Run on lets you choose a recorded or custom macro to run on Entry or Exit from the field.

Bookmark Set a unique name or bookmark for each control.

Calculate on exit This forces Word to run or refresh any calculations, such as total price when the user exits the field.

Add Help Text Give hints or instructions for each field.

OK Saves settings and exits the panel.

Cancel Forgets changes and exits the panel.

Set specific properties for a Text box

Type Select form Regular text, Number, Date, Current Date, Current Time, or Calculation.

Default text sets optional instructional text that's displayed in the text box before the user types in the field. Set Text box enabled to allow the user to enter text into the field.

Maximum length sets the length of text that a user can enter. The default is Unlimited .

Text format can set whether text automatically formats to Uppercase , Lowercase , First capital, or Title case .

Text box enabled Lets the user enter text into a field. If there is default text, user text replaces it.

Set specific properties for a Check box .

Default Value Choose between Not checked or checked as default.

Checkbox size Set a size Exactly or Auto to change size as needed.

Check box enabled Lets the user check or clear the text box.

Set specific properties for a Combo box

Drop-down item Type in strings for the list box items. Press + or Enter to add an item to the list.

Items in drop-down list Shows your current list. Select an item and use the up or down arrows to change the order, Press - to remove a selected item.

Drop-down enabled Lets the user open the combo box and make selections.

Protect the form

Go to Developer > Protect Form .

Protect form button on the Developer tab

Note:  To unprotect the form and continue editing, select Protect Form again.

Save and close the form.

Test the form (optional)

If you want, you can test the form before you distribute it.

Protect the form.

Reopen the form, fill it out as the user would, and then save a copy.

Creating fillable forms isn’t available in Word for the web.

You can create the form with the desktop version of Word with the instructions in Create a fillable form .

When you save the document and reopen it in Word for the web, you’ll see the changes you made.

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  1. 6 Steps to Create a Strategic HR Plan [With Templates]

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  2. A Complete Guide to Employee Engagement Survey Analysis

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  4. [Sneak Peek] How to Gain Employee Survey Buy-In With a Strategic Comm…

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  5. Employee Strategy Survey

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COMMENTS

  1. Implementing Workplace Survey Best Practices

    Three elements are key to increasing employee engagement in teams, regardless of company size or industry: measuring employee engagement, conducting strategic planning based on the...

  2. Strategic Planning Survey Questions Template

    Top 3 reasons to use this strategic planning survey template 1. Evaluate organizational strengths and weaknesses: This survey template allows the organization to know their strength and weaknesses and ensure to create an effective strategy to improve the product/service and serve better to future customers. 2.

  3. Strategic Employee Survey

    Stratechi's Employee Strategy Survey collects the voice of the employee creating a comprehensive foundation to develop a strong HR and org strategy. Leveraging our leading org & culture model, employees answer questions relating to culture, their employee journey, org design, and strategy.

  4. How to Conduct an Effective HR Employee Survey: Tips and Best Practices

    Tip: Create a roadmap with clear timelines, responsibilities, and measurable objectives to track the progress of implemented initiatives. 4. Continuous Improvement: An HR employee survey is not a one-time endeavor. Foster a culture of continuous improvement by regularly reassessing the organizational pulse.

  5. 9 Questions That Should Be in Every Employee Engagement Survey

    Insights / Human Resources / Article 9 Questions That Should Be in Every Employee Engagement Survey July 07, 2022 Contributor: Jackie Wiles Business, geopolitical and economic disruptions affect employee engagement and productivity. Make sure your surveys surface how employees really feel about work.

  6. Employee survey best practices

    A well-designed employee survey is a strategic instrument that uncovers valuable insights, fosters open communication, and empowers your workforce. ... Action planning: Develop a strategic action plan based on the survey results. This plan should outline specific initiatives, timelines, and responsible parties for implementing changes. ...

  7. Leaders: Bring Your Strategy Back Into Focus

    October 6, 2021 Leaders: Bring Your Strategy Back Into Focus by Vibhas Ratanjee Story Highlights Executives must align on an organization's purpose before strategizing Sustained strategy relies on...

  8. Building Your Employee Experience Strategy

    Our framework helps you design an employee experience that maximizes individual and team performance at each stage of the employee life cycle. Your employee experience becomes powerful when it is ...

  9. Your Ultimate Guide to the Employee Engagement Survey

    An employee engagement survey is a tool used by organizations to measure and understand employee engagement levels. Conducted throughout the year, these surveys involve all employees to reveal employee perceptions and turn them into actionable insights.

  10. Why A Successful Business Strategy Depends On Listening To Your Employees

    Employee input can provide the missing link between strategy and execution. Some organizations have incorporated effective employee listening methods into their organizational strategy. These take ...

  11. How to Approach a Strategic Planning Stakeholder Survey

    Step one: Try a strategic planning stakeholder survey. But first, let's take a minute to understand why your team might be struggling to engage. The Oxford Word of the Year 2022, "goblin mode," captures the spirit of what nonprofit staff may be experiencing.

  12. Running Employee Surveys: Action Planning & Management

    At a strategic level 'employee survey action planning' is a bit of a misnomer. What's more likely to come from an executive team is a number of broad objectives and / or initiatives that need to be carefully defined, scoped and planned. ... It's important, therefore, to communicate continually on progress, making the link from employee ...

  13. Six Steps to Create a Strategic Plan for Employee Engagement ...

    1 Assess your current situation. Before you can design a strategic plan, you need to understand your current state of employee engagement and retention. You can use various methods to measure and ...

  14. Strategic Planning Survey Template [23 Questions]

    SogoConnect. Transforming always-on feedback collection into a streamlined triage and follow-up flow to close the loop efficiently. Helping organizations to listen more deeply to their employees to uncover key drivers that impact engagement and retention. (approx.) A strategic plan sheds light on an organization's unique strengths and ...

  15. PDF STRATEGIC PLANNING STAKEHOLDER SURVEY

    STRATEGIC PLANNING STAKEHOLDER SURVEY Administration, Faculty, and Staf POSITION AT THE UNIVERSITY 1. What is your connection to the university? Select all that apply. FACULTY ACADEMIC ADMINISTRATOR (e.g., Dean, department chair, etc.) STAFF BOARD OF TRUSTEES OTHER (please specify) INSTITUTIONAL MISSION 2.

  16. Federal Employee Viewpoint Survey-Strategic Planning-Policy

    Mission of the Program: Employee attitude and opinion surveys are a proven tool for assessing workforce morale, retention, engagement, and readiness. Survey results are used by leaders and supervisors in public and private sector organizations to improve the workforce performance and engage employees. DoD uses FEVS results to inform programs ...

  17. Employee Surveys: How Engaged is Your Workforce?

    We engaged Strategic HR to help us administer an employee survey. They were wonderful and everything ran smoothly. We even had employees that weren't going to take the survey take it after hearing Strategic HR's team share why they should. We had a 96.8% response rate. Thank you Strategic HR

  18. PDF 2023 Staff Engagement Survey Action Planning Guide

    ACTION PLANNING OVERVIEW This document provides guidance on best practices for creating and implementing an effective action plan based on engagement survey feedback The purpose of an action plan is to convert feedback from the survey into postive change for your organization

  19. PDF Using Your Work Unit FEVs Results to Improve Employee Engagement

    There are four ways you can look at the item results: 1) an absolute standard, 2) a relative standard, 3) patterns, and 4) managerial judgment. Each method is described in more detail below. Most organizations involved in employee surveys use at least the absolute standard method, but any combination of methods is appropriate.

  20. Employee surveys pros and cons that you should know in 2024

    Employee surveys require not just the effort to collect data but, more crucially, a strategic plan for addressing identified issues. If the organization lacks the resources, both in terms of time and personnel, to effectively act on the feedback, it might be prudent to postpone the survey until the necessary infrastructure is in place.

  21. PDF A Practical Approach to Visioning and Strategic Planning

    A sample strategic plan (appendix B) A process for facilitating a successful planning session (appendix C) An employee survey designed to solicit feedback in developing a successful strategic plan (appendix D). We know that a key discriminator in a successful strategic plan encourages involvement and input

  22. Strategic Planning, Surveys and Execution. How to Connect?

    Surveying customers and employees is an essential component of strategic planning and executing a plan. Our firm specializes in facilitates our clients' development of strategic frameworks. These provide a multi-year roadmap to success. Strategic Framework Model Strategic Planning Surveys

  23. How

    Develop a strategic plan. ... Some employers might survey their staffs to get specific input from employees, she added. ... "Employees must be aware of any upskilling or professional development ...

  24. PDF Draft Strategic Plan Feedback Survey Summary Report

    community a draft version of the university's proposed new strategic plan, "Creating the World We Want to Live In: LMU, 2021-26." Accompanying the draft plan was an invitation to all community members to fill out a survey sharing feedback on the proposal. The survey was active from January 26 - February 17, 2021.

  25. Why HR Leaders Must Get More Strategic About Payroll

    Why HR leaders must implement strategic payroll practices to drive business outcomes. The role of automation in elevating payroll as a strategic partner. Why payroll is more than a transactional function and can provide valuable insights for decision-making. Faced with a rapidly changing business landscape, the C-suite increasingly looks to HR ...

  26. 2023 Employee Engagement Survey executive summary

    The survey was conducted in October 2023 and was administered to all executive branch agencies and two higher education institutions. Participation in the survey increased from 66% in 2022 to 68% in 2023: 50,758 employees (1,343 from higher education). This year's survey consisted of the 37 questions: 26 of the questions were Likert type ...

  27. Navigating The First Quarter: Eight Goals Every Company Can ...

    Strategic Planning And Risk Management Q1 can also be used to refine or develop a strategic plan that outlines the company's direction for the year. Set clear, measurable goals and identify key ...

  28. Strategic Planning Survey Reminder

    Strategic Planning Survey Reminder. A Message from Dr. Renée T. White, Provost and Executive Vice President for Academic Affairs, Co-Chair; and Dr. Lara Penin, Professor of Transdisciplinary Design, Parsons School of Design, Co-Chair. ‌In last week's update, we shared that this semester marks the final phase of our University Strategic ...

  29. Create a form in Word that users can complete or print

    In Word, you can create a form that others can fill out and save or print. To do this, you will start with baseline content in a document, potentially via a form template. Then you can add content controls for elements such as check boxes, text boxes, date pickers, and drop-down lists. Optionally, these content controls can be linked to ...