Abstract
Employee surveys are only useful to the extent that they lead to strategic organizational action; otherwise, they can do more harm than good. Many researchers and HR practitioners assume that if they prepare a sound instrument, develop effective communications, design an efficient administration process, and deliver feedback reports, then leaders and managers will review their results and take appropriate actions. But this is not always the case. We have found that organizations are more likely to be successful at actioning when eight core elements are in place. In this chapter, we explore each element and explain why it is necessary for survey success. We highlight roadblocks and blind spots that can stymie action efforts. We also provide a series of recommendations designed to ensure employee surveys promote strategic action, positive change, and better organizational performance.
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Hyland, P., Dotan-Eliaz, O. (2012). Employee Surveys as Catalysts for Change: Turning Data into Action. In: Gideon, L. (eds) Handbook of Survey Methodology for the Social Sciences. Springer, New York, NY. https://doi.org/10.1007/978-1-4614-3876-2_28
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DOI: https://doi.org/10.1007/978-1-4614-3876-2_28
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