For us, the follow-up process begins even before the survey!

 

Management must clearly communicate the objectives of the employee survey. The managers of the individual teams must be part of the process so that they communicate to their team in advance of the survey: "These are the goals of the survey, please take part!" - "This is also very good for our team!" - "At this point, we will discuss the results and derive measures!" This ensures a very high participation rate and prepares the ground for intensive follow-up processes in which people experience that conducting surveys makes a difference.

 

We start interpreting the results during the survey period - and then deliver a top presentation to management very quickly. We draw the broad lines, base our statements on statistical calculations and scan through all evaluation groups, e.g. teams, professional groups, age groups, interfaces, management levels, etc. This is where we perform at our best as a team. We make clear recommendations and present everything graphically in such a way that it is self-explanatory and precisely summarized. Management teams often express their enthusiasm for our excellent presentation of the results during the presentation!

 

Executive teams need a strong counterpart and clear arguments - we deliver both. We are valued sparring partners both during the presentation and in the weeks that follow.

 

The follow-up process  defined in advance has a cascading effect across all levels, right down to the capillaries of the company.

 

All colleagues want to know: What has come out? What has reached management and my manager? And what are we doing differently now? Many managers are very good at talking to their teams about the data and deriving measures. For many managers, however, it is also a great relief when external moderators present the results and support them in deriving measures. We manage our cascading presentations in such a way that every manager is presented with the results at least once as a "recipient" and can also take part in a workshop on the subject. Each manager then decides whether he or she wants to discuss the results with the team alone or with external support and derive measures.

 

The analysis of the results often draws attention to other issues: What about the quality of cooperation in our management team? Which topics are repeatedly put on the back burner and what blind spots do we have? This is where coaching for management teams is of great value.

 

We offer a wide range of online events or use webinars - should workshops on empowerment (e.g. How do I read and interpret the report?) prove useful for the process in the follow-up process.

 

And, of course, we work hand-in-hand and very trustingly with the project management team, the actual internal "survey team" - and not just during the project period. Since after the survey is before the survey, we stay in contact and exchange ideas and support the project management team at all times if required.