survey as a tool

How-to: Getting real change with an employee survey

How can you make employee surveys a real tool for change, at every level? There’s been a lot of practical research and trial-and-error; and we can conclude that there are things you can do which definitely work.

 

For many consultant, summarizing the data and providing recommendations is standard operating procedure, but it often leads to little action. That makes sense: most employees only get a little (if any) feedback, and the top managers are given a set of recommendations they can safely ignore or forget about.… Read the rest

survey

Employee surveys – a tool for change

Surveys can be used as a change tool in several ways —above and beyond the usual goal of gathering information.

First, simply having the survey tells people that change is coming, and that something will happen. That is a key part of the change process, known as “unfreezing,”which is needed for people to consider doing things differently.

One other subtle way that surveys affect change is by telling people what is considered most important.… Read the rest

survey-in-computer

Tips for building a valid survey

First, some warnings for employee surveys in particular:

  • Simply having the survey tells people that change is coming, and that something will happen. (Therefore, you must make sure something does happen and that people can see it happening).
  • Surveys subtly affect change is by telling people what is considered most important; “you get what you measure.” That’s one more reason to choose your questions carefully.
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workflow or process mapping

Process mapping: a step by step guide

Process (work-flow) mapping lowers errors, increases effectiveness, and enhances communication.  Process mapping sessions may result in sudden revelations such as:

  • “I didn’t know you did it that way, we do it this way!”
  • “But why don’t we do it that way instead?”
  • “No wonder it takes so long / goes wrong so often!”

There are several preconditions for effective process mapping:

  • The process(es) to be mapped must be specifically defined before the meetings start.
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merger

An HR Manager’s Guide to Mergers and Acquisitions

Astute leadership can bring out synergies while avoiding collisions and steamrollers.

A KPMG study showed that 83% of mergers and acquisitions failed to produce any benefits; and that study was by no means alone. Most mergers and acquisitions don’t deliver the goods, and many cause harm.

Mergers and acquisitions can be positive — and HR has a large role to play and making them work.… Read the rest

Mergers and Acquisitions: Finding Synergy and Avoiding the Reefs

Companies are joined nearly every day, but often two companies end up weaker together than they were separately. Indeed, a KPMG study showed that 83% of mergers and acquisitions failed to produce any benefits – and over half actually ended up reducing the value of the companies involved.

One of the main problems is that mergers and acquisitions are often planned and executed based on perceived cost savings or market synergies; rarely are the “people” and cultural issues considered.… Read the rest