Alternate uses for Pulse Surveys

Alternate uses for Pulse Surveys

Tony Latter Best Practice

Traditionally people will use pulse surveys to send out strategic engagement programmes that will help them to generate insights from their people, so they can understand the sentiment of their organisation. Whilst this is key if you want to boost engagement, culture and productivity – it is only scratching the surface of what pulse technology can do for you and your organisation…

Below are some of the different ways you can use The Happiness Index to gather valuable insights and maximise your investment.

First, let’s examine the difference between using the tool strategically and tactically:

Strategic and tactical use

  • Strategic: This is where you can create a planned programme assessing the key contributors to your business success, e.g. leadership, communication, L&D, vision, culture. Consider the things that are important to you as an organisation and send out ongoing surveys accordingly. This will ensure you can gather data across these areas; allowing you to effectively identify the drivers of strong performance – so you can boost them, and discover any obstacles – so you can combat them year-round.
  • Tactical: By using the tool tactically, you can be agile and proactive, for example, if a key topic arises and you want immediate feedback, you can get a question or a survey out straight away. This will allow you to gather immediate and relevant insights. There could be a staff event that you want to capture some feedback around, or a specific talk or training programme. It may not be part of the overall strategic engagement plan, but it still presents an opportunity to learn whether the initiative was a success and what areas require improvement.

Here are some examples of ways you can get the most out of The Happiness Index:

Measuring initiatives

Throughout the course of the year, it is likely there will be various events and initiatives being undertaken. Whether it is a training programme, an event or your onboarding programme – they all require measurement and feedback from your participants. How else can you gauge if the initiative was a success or not?

To use onboarding as an example – let’s say someone comes into the organisation and goes through your entire onboarding process, we measure their feedback, and aggregate it with everyone else who has been through the same process. This presents us with an overview of what the process was like for everyone. This helps you to understand what the strength and weaknesses are, and what areas require specific focus. After you have built action plans and made improvements that align with everyone’s feedback, initiated them and communicated them to everyone – you will typically see your aggregate score improve.

Balanced scorecard

balanced scorecard is an organisational framework used to manage and monitor business performance against strategic goals. Businesses can create their own by breaking down their businesses into the following areas: Finances, People, Processes and Market/Customers.

Pulse surveys will help you to gather insights across these key areas and measure your balanced scorecard so can benefit from a holistic overview of your business:

  • Finances: We have a principle called “The 2nd P&L” which combines the tangible metrics of the traditional Profit and Loss account, as well as the “intangible” elements such as culture, engagement and staff sentiment. By merging both sets of data, you can generate data for your entire business – allowing you to understand how these elements impact your financial performance.
  • People: By understanding the sentiment of your staff through pulse surveys, you can learn what the key drivers and barriers of staff performance are, and measure them on an ongoing basis. This will allow you to create engagement-boosting action plans and improve the working environment for everyone.
  • Processes: There is no one better equipped to help you understand your systems and processes than your people and clients. Through their insights, you can learn what the strengths and weaknesses are and what needs to change. On top of this, you can also gather some valuable suggestions and innovations to help you improve.
  • Market/Customers: It is key to understand your market share, but it only reflects your past performance. By using pulse surveys to generate client sentiment you will learn what products, processes and systems require improvement. Client sentiment will also act as an indicator, so you can predict the future action of clients and make adaptations to help ensure customer satisfaction. This can positively influence your performance and increase your market share.

Change management

Change can present itself in many ways; relocations, reorganisations, promotions, redundancies, new products – or even external factors that we have no control over.

All change can create organisational turmoil, so it is key to measure staff sentiment as soon as you can. This will help you to ease the transition for everyone. Pulse surveys will help you to quickly understand how everyone is feeling and make the necessary changes to lead your people through change.

By linking pulse surveys to our “Organisational Change Curve” (see below) you can discover what stage your people are at on the curve. This will help you to build relevant action plans to keep everyone motivated and productive.

The Happiness Index's organisational change curve

Employee lifecycle

The employee lifecycle is the journey from start to end that each employee has within your company. This is where the tactical and the strategic uses of the tool start to merge together.

The first stage to measuring the employee lifecycle is through onboarding surveys. Many companies think that onboarding starts on the employees’ first day… It actually starts from the day they accept the job offer. This is the moment they start their journey and therefore your onboarding survey should include questions focused from this point onwards. It will help you to improve all your initial communications, as well as the rest of the onboarding process that begins after they step into the office.

The next stage involves using the tool strategically. This is where you send out all the ongoing engagement surveys. This will ensure you continuously measure staff sentiment and engagement.

The final part of the lifecycle is when someone leaves the organisation. This presents another great opportunity to capture valuable feedback – the exit survey. Look at your exit survey results and questions and learn what to adapt to make improvements and prevent other people from wanting to leave.

By gathering feedback throughout the entirety of the employee lifecycle, you will generate an all-round view of the individual and their views on your organisation.

It’s all included

With The Happiness Index, you can send as many surveys and implement as many programmes as you like and it won’t affect the price. You pay for the licence and you send as many surveys as you like. However, it is important that you don’t go over the top and create survey overload. This is where you send out too many surveys and disengage your employees from the process. To get the balance right balance and ensure maximum engagement, you can use our Engagement See-Saw Model.

By using The Happiness Index for both strategic and tactical surveying all your feedback will be in one place. You don’t have to check different tools to analyse your data and make comparisons. You can view the insights and compare scores from strategic and tactical to help gain context and improve your organisation.

By utilising all aspects of our tech, you will maximise your investment in your people and our tool. Ultimately, you’ve paid for the tech, so why wouldn’t you want to get the most out of it?

 

Tony Latter
CEO and Co-Founder of The Happiness Index – Tony has over 13 years’ experience of growing companies (including IPC Media and AXA), working in new business acquisition and managing teams. Tony likes to challenge the status quo and disrupt out-dated thinking to provide a consultative, human approach to nurturing a business’s most important asset – its people.

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