Employees' expectations of the work environment and employer values have grown, and the employee survey is a powerful tool for improving employee experience and job satisfaction. The results of the survey must lead to concrete action - without visible changes, employee confidence and motivation can be undermined.

Regular and in-depth surveys help to understand well-being at work, working conditions and the functionality of tools. More extensive staff surveys are recommended every six months or so. To make the most of the results, staff need to be involved and find common solutions.

Plan your staff survey carefully

If you are designing a staff survey or want to improve your current survey to better meet your objectives, consider the following:

1. Purpose and content of the survey
   
   The employee survey is a tool for improving the employee experience, so it should evolve according to needs. For example, a multifactor analysis may reveal that several questions measure the same thing. In this case, removing or replacing the extra questions with more specific ones will improve the quality of the questionnaire and make it clearer for respondents.

2. Length and usability of the questionnaire
   
   A concise and well-designed questionnaire increases response rates and improves the reliability of the results. Too long a questionnaire can overload respondents, so it is advisable to cut out unnecessary or duplicate questions.

The right partner for implementation

Listening to the voice of staff through a survey is valuable and the resulting development measures are useful to the organisation. A well-designed and implemented survey provides information that supports decision-making and development. Where appropriate, it is a good idea to use an expert partner who can help with the design, analysis and use of the results.

Staff survey identifies areas for development

The staff survey gives employees the opportunity to raise development needs and the organisation the opportunity to respond to them. Surveys are based on research and tailored to the needs of the organisation. The set of questions is carefully selected and supplemented with questions that are tailored to the specific characteristics of the company to provide accurate and useful information to support decision-making.

Effective use of open-ended questions in staff surveys

Open-ended questions are a valuable way to understand the reasons and justifications behind the answers. They allow respondents to express their views freely and bring out important perspectives that numerical assessments alone cannot capture. While open-ended responses have traditionally been considered challenging to analyse, modern technology - in particular artificial intelligence - enables them to be efficiently categorised and summarised. This makes it easier to use the results for decision-making and organisational development.

Scaled questions and open-ended answers support each other

Open-ended questions should be combined with numerical assessments, such as an experience scale (e.g. 1-5), to provide both quantitative and qualitative information. For example, if the respondent first gives an assessment of how well the hybrid work or internal communication is going and then completes it with an open comment, this will provide more in-depth information on the basis of the answer. This allows the open-ended responses to be grouped into, for example, positive and negative views, which clarifies the analysis and helps to identify areas for development, such as management challenges.

An open field at the end of the survey adds value

An open field at the end of the questionnaire allows respondents to raise issues that were not otherwise addressed. This can reveal new areas for development for the organisation and provide in-depth insight into the experiences of employees. Particularly when the staff survey is kept short and clear, the open field provides flexibility and allows respondents to have their own voice heard.

Employee surveys can go wrong - avoid these mistakes

An employee survey is an effective way to listen to employees and develop both employee experience and employer image. However, success requires careful planning and avoidance of common mistakes.

Good and bad news for employers

The good news is that it is possible to conduct the staff survey without an external partner. However, the challenge is to ensure that the survey genuinely serves the organisation's objectives and does not remain a mere formality.

How do you ensure success?

Plan the purpose of the survey in advance

The staff survey is a strategic tool, not just a data collection tool. Think about how the results will be used and how they will affect the organisation's development.

Keep the survey snappy

An appropriately long survey will improve response rates and encourage participation in subsequent rounds. A survey that is too long can lead to response fatigue and reduce the reliability of the results.

A well-designed and clear employee survey provides valuable information that supports decision-making and strengthens employee confidence in the organisation.

Why measure employee experience?

Measuring employee experience makes employees' opinions and experiences visible to management, enabling better decision-making and community development. A good employee experience also supports a strong employer brand and helps the organisation to attract and retain talent.

Do we need a broader survey or a pulse survey?

The number and frequency of surveys depends on the needs and size of the organisation. Quick and regular pulse surveys measure employee sentiment in real time, while larger-scale staff surveys provide a more in-depth look at well-being and working conditions.

The cornerstones of a successful staff survey

• Regularity: in order for an organisation to keep up to date with employee experience, measurement needs to be done on an ongoing basis, not just in individual projects.

• Clear focus: each survey must serve a specific purpose - whether it's a pulse survey or a broader staff survey.

• Impact on everyday life: the main purpose of measurement is to provide information that leads to concrete actions and visible improvements.

  A well-executed employee experience survey helps an organisation to improve its practices and staff well-being.

Staff survey to support decision-making and development

Empowering staff strengthens their commitment to shared decisions and the achievement of objectives. The results of the survey provide valuable information for the development of work, chaperone activities and the work community. They support management, skills development, well-being and motivation.

The results are analysed by comparison with normative values and reported in graphical and written reports. A debriefing session for all staff will ensure that the results are handled in a professional and understandable manner.

Linking the survey to strategy and objectives

To be effective, the survey must be tailored to the situation and objectives of the organisation. This allows:

1. Supporting the identification and implementation of effective measures

2. Linking survey content and reporting to strategy, so that the effectiveness of development programmes and measures can be monitored

3. A clear overview of the organisation, and identification of common and differentiating factors between different groups

4. Interpreting results in relation to strategic development themes

Effective development measures and support for change

Results alone will not lead to change - it is how you respond to them and what you do with them that matters. Front-line staff and teams need to identify the right development actions, implement them successfully and monitor their impact.

Provide for first responders and teams:

• Recommendations for concrete development measures

• Support for implementing and embedding change

• A deeper understanding of the factors affecting employee engagement, business performance and customer experience

• Regular monitoring ensures effectiveness

The results of staff surveys must be discussed at the level of the front-line staff, the management team and the organisation as a whole. Regular follow-up will help to assess whether the measures taken in previous surveys have produced changes.

The survey must not just be a formality - employees must see that their answers lead to concrete improvements. That's why it's essential to:

• Ensure that visible changes are made on the basis of the survey

• React to the responses and plan next steps together with staff

A well-designed and consistently implemented employee survey supports the continuous development of the organisation and strengthens employees' confidence that their voice matters.