Using your Best Employers Eastern Region 2018 report to make positive changes

Using your Best Employers Eastern Region 2018 report to make positive changes

The Best Employers Eastern Region employee engagement survey is just the first step in the journey towards actively evolving workplace culture and increasing engagement.

If you’ve received your tailored report summarising the findings of the survey and the culture, values and leadership style within your organisation, what are the next steps you should take?

Each organisation’s report includes a summary action plan on how they can progress and maintain a motivating workplace which gets the best out of their people. How do you take this forward? Every organisation is different, so there is no single solution which is right for everyone. However, Alex Pearce, Director of Assessment at eras ltd, co-founders of Best Employers Eastern Region alongside Pure, has shared some pointers on how you can act on the results. 

Share the results with employees

It is important to share an overview of the results (not necessarily the whole report) with your employees to keep them engaged in the process. They spent time completing the questionnaire, so they need to feel that you are serious about making changes based on their feedback. Even if your organisation has done well in the survey, there is always room for improvement.

Identify the areas you want to address

The survey results may reveal lots of data and results you want to address. However, we recommend that you focus on a handful of things in the first instance. This will allow you to focus on making a difference in these core areas, so employees see the results of their feedback. When choosing the areas to focus on, it's not necessarily the lowest scoring areas you should focus on first. The sections in your report marked ‘what your employee's value most’ and what they see as ‘critical to organisational success’ is a good starting point. It is also worth considering which areas link with your broader organisational strategy, and which areas the leadership team would be keen to address and support.

Involve employees in the change process

Once you’ve selected the priority areas to address, involve employees in shaping these changes. Don’t keep decisions and planning solely within the senior management team. This is a great opportunity to give employees a sense of ownership and shared responsibility for change. Consider creating a small group or groups of employee ‘change champions’ who can liaise with colleagues, feed into action plans and increase the commitment to change. In some cases, it may be best not to have senior managers on the change champion team, as this will give the group a feeling of autonomy and empower them to be creative with their ideas. Their research and suggestions can be fed back to the senior team to ensure that ideas are actionable and affordable.

Develop an action plan

Once you and your change teams have finalised and agreed ideas, work with them to create a more formalised action plan. At this stage, you may need to further prioritise with the team as to what is going to be actioned first. As questions to help plan out the next steps, for example; What resources do we need? What are the potential barriers to our success? What timescales shall we give ourselves? What will success look like and how will we measure our success? When asking these questions, use collaborative words like ‘we’, ‘us’ and ‘our’ to reinforce that change is a shared responsibility and that everyone needs to work together to create successful outcomes.

Join us at the Best Employers Eastern Region 2018 Awards Conference

As well as announcing the winners of the Best Employer awards, and celebrating the accredited organisations, the conference in October will also provide the opportunity for employers to share ideas and experiences on using the survey feedback to create inspiring, innovative and engaging places to work.

To register to attend click here

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Written by

Judith Pugh

Judith joined Pure in 2017 and is responsible for marketing the business, building our marketing strategy and delivering campaigns. Judith’s worked in marketing for more than 20 years across a range of industries – from health and fitness, horticulture, GIS software, education and now recruitment.

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