Yesterday we shared a common approach for rolling out employee experience survey results and developing action plans. In this post, we will share some specific examples of how our Great Place to Work-Certified companies and Best Workplace winners approach sharing survey results gathered on our Emprising platform and how they take action on the feedback to ensure a great workplace for all.
The most effective part of the employee survey process, according to leaders at Kimpton, a hotel and restaurant group headquartered in San Francisco, is the process for sharing results with employees and putting action plans together in response to feedback. Each General Manager is required to develop an action plan for those questions where responses fall below the company-wide threshold. Those action plans are shared with the employees, managers and home office within 30 days of receiving the results. The action plan progress is regularly discussed at employee meetings and pre-shift huddles until the actions plans are complete and implemented.
PwC, a professional services firm headquartered in New York, shares results from its annual full-census People Survey - no matter the outcome - with partners and staff. Leaders then talk to their teams about their specific results in order to solicit further ideas and create more context around the findings through two-way dialogue. PwC uses a cascading communications plan that starts with messages from the senior partner and provides template communications to local leaders. These are tailored by local leaders to drive the communication of results, key messages and next steps throughout the firm to all partners and staff. From the point at which the survey began in 2002, PwC has held leadership accountable for results and set clear expectations around improvement and related action planning. In fact, a Global People Survey target is set annually and is one of the primary metrics that make up the Human Capital Scorecard. The action plan process is a disciplined and rigorous one that is refined every year to help drive desired results. The goal is to identify and address concerns quickly and share best practices across the markets and market teams.
To expedite identification of key issues and execution of next steps, PwC provides "heat map" reports to leadership to highlight areas of strength and improvement opportunities. These heat maps drive greater consistency in analysis and keep leaders focused on areas that need the most attention. Markets then incorporate the data from their survey reports analysis, as well as best practices that have been shared - in addition to other relevant inputs such as turnover stats, departure survey data and other key data points - to build their fiscal year market action plan. The market action plan process and templates are continually reviewed and updated to drive greater results. Market action plans are made available to leadership and have become an important input to leadership meetings. At year-end, execution of the market action plan and related results are a key input to the evaluation of the market managing partner and the market human resource leader.
Visibility and knowledge sharing is an important aspect of the action planning process. The plans are posted centrally for market human resources leaders to access, allowing them to see where other markets have similar issues so they can connect, get exposure to best practices, and collaborate on next steps. To facilitate this sharing, PwC instituted a "best practice" series. On a monthly basis, two market human resource leaders facilitated a presentation and discussion on a specific topic that had proven successful in improving different areas measured by the survey.
At Marriott, an international hospitality company, the results of their annual survey are utilized by property managers to develop action plans to address potential work environment issues that drive associate engagement. Managers are required to share results and gather suggestions for action through regularly scheduled department meetings or stand-up sessions, conduct feedback sessions with associates and create action plans. The action plans need to be submitted to their internal Engagement Survey Center. In addition, "We Heard You" posters are provided for managers to thank associates for their feedback. Managers must list and sign off on top survey ideas they are working on.
OhioHealth, a non-profit hospital group, uses the results of the annual Associate Opinion Survey (AOS) to engage in a thorough process of action planning that allows leaders, including senior leaders, to respond to and act on the feedback associates provide. Once the survey results are received, each manager meets with his/her department staff to review results/responses and develop an action plan for improvement. During these sessions, they discuss what is positive and what improvements can be made to enhance the work environment. The resulting action plan is provided to the responsible Vice Presidents and Human Resources staff to ensure that issues are addressed and plans are followed through. AOS action-plan discussions are expected to be a standing agenda item during department staff meetings. Senior leadership teams at the care sites and business units have developed their own AOS action plans in order to drive positive changes for their specific areas.
If these examples of operationalizing feedback inspired you, please reach out for more information on our industry-standard Trust Index Survey, or if you need help developing your company’s response to an employee experience survey.