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1、How to How to design a design a pulse survey pulse survey programprogram 2020 Qualtrics LLC2Table of ContentsIntroductionDefining pulse surveys Why pulse surveys matterWhat should a pulse survey measure?The right frequency or cadence for pulse surveys5 Essential steps for running a pulse survey prog
2、ramQualtrics overview351012141923Introduction4IntroductionAs organizations seek to keep up with the pace of technology and workplace innovations,the need for more frequent employee feedback has led to the emergence of employee pulse surveys.Today,traditional engagement or census surveys are still a
3、standard method for collecting organization-wide employee feedback,but pulse surveys have opened up new possibilities for organizations to measure and respond to employee insights and address workforce issues faster than ever before.This more frequent feedback also makes it possible for organization
4、s to connect data,to predict employee behavior and sentiment,and to improve on business outcomes like attrition,productivity,customer satisfaction and more.However,while many organizations are interested in and may be conducting what they believe to be pulse surveys,there is no one-size-fits-all app
5、roach to employee pulse.In fact,there is not even a consensus across the market about what pulse surveys actually are.When it comes to defining pulse surveys,understanding how to use them,and leveraging them to improve an organization,many HR and people leaders are left confused and without strong m
6、ethodological direction.This ebook is designed to help you determine whether pulse surveys are right for you,how to get a pulse survey up and running,and outline other key things to consider when running pulse surveys.What are pulse surveys?SECTION 16Pulse surveys allow organizations the freedom to
7、measure whatever they think is important to measure on a regular basis.A pulse survey is different from engagement surveys,lifecycle surveys(onboarding,exit,candidate reaction,etc.),and ad-hoc employee surveys.In short,pulse is simply a different mechanism for measuring the feedback but is not bound
8、 to measuring specific topics or content.This means that the content being measured can(and should)change from organization to organization.What are pulse surveys?Uniformity Measures and tracks the same construct over timeBrevityShorter than a traditional engagement surveyFrequencyMore frequent than
9、 a traditional surveyConsistencyHappens at regular and meaningful time intervals7A true pulse survey meets all four of the following conditions:UNIFORMITY Measures and tracks the same construct(s)over timeAn employee survey must measure at least one construct more than once to be considered a pulse.
10、This does not,however,mean that the entire survey must be duplicated over time.For example,one of the best uses of pulse is to follow up on a traditional engagement survey.The pulse survey should not duplicate the engagement survey but rather,should focus on a subset of items that required follow up
11、 or formal action plans.In cases like this,we recommend measuring engagement and areas where specific actions were taken.8FREQUENCY More frequent than a traditional engagement surveyAs discussed above,pulse surveys track constructs like engagement consistently over time.A traditional engagement surv
12、ey runs once per year(or once every other year).This means that a pulse survey must be administered to employees at least twice per year(at regular and meaningful time intervals)to be considered a true pulse survey.Some organizations distribute employee pulse surveys quarterly,monthly or even weekly
13、.While frequent employee feedback can give you real-time insight into the health of your organization,its critical that you collect,review,communicate and act on this feedback.Too often organizations collect feedback but dont match pace with communication and analysis.Without a mechanism in place to
14、 take action on the regular feedback,you run the risk of over-surveying and disengaging employees.They wont believe their feedback is being considered or having any effect on their jobs.Organizations should plan how theyll share pulse data,act on pulse data and consider how employees will react to r
15、equests for feedback.9BREVITY Shorter than a traditional engagement surveyBecause pulse surveys are administered more frequently than traditional engagement surveys,the surveys should be relatively short.In general,the more frequently you ask employees to provide their feedback,the shorter your surv
16、eys should be.CONSISTENCY Happens at regular and meaningful time intervals Finally,true pulse surveys are not randomly administered in response to company events;they are intentional and are scheduled at regular and meaningful time intervals.Many organizations run surveys in response to survey event
17、sthese types of surveys fall into the ad-hoc category.When distributing pulse surveys,common time intervals include every six months,quarterly,monthly or even weekly.Why pulse surveys matterSECTION 211Pulse surveys are more agile than traditional methods of collecting employee feedback,allowing orga
18、nizations to react more quickly to employee feedback.Another key reason for the emergence of pulse surveys is that they enable predictive analytics.In other words,they provide longitudinal tracking of employee insights to predict business outcomes that are also measured and tracked frequently(e.g.,p
19、erformance,customer experience,turnover,etc.).Pulse surveys are especially useful when organizations want to:+Get feedback on an important topic more frequently than once a year for more regular reporting+Maintain an early warning system for important business metrics (e.g.,a safety pulse or custome
20、r service pulse)+Measure the effectiveness of action plans implemented following a traditional engagement survey+Understand the relationship between employee feedback and other important business outcomes that are tracked frequently(e.g.,performance metrics,voice of the customer metrics,turnover)Why
21、 pulse surveys matterWhat should a pulse survey measure?SECTION 313As mentioned earlier in this ebook,there is no must-measure when it comes to running a pulse survey.Any pulse survey program will represent an investment of time from your employees and your resources,so you should focus on measuring
22、 only things that are relevant,and important to your organization.Start with the organizations strategic priorities,then consider the HR departments goals.From there,consider the following common and useful measurements:+Engagement The vast majority of employee pulse surveys run on Qualtrics include
23、 some measure of engagement.This can include multiple engagement questions or a single item such as eNPS.+Action Planning Themes As discussed before,many organizations use pulse to gauge the effectiveness of action plans that arise from the traditional engagement survey.The specific survey content w
24、ill change from organization to organization but can essentially duplicate the themes from the engagement survey that triggered an action plan.+Strategic Initiatives Oftentimes organizations launch strategic initiatives or product enhancements that would benefit from employee feedback.The specific c
25、ontent of these surveys should be customized to the organization and the specific initiatives being launched.We suggest measuring low scoring or surprising survey items,employee reactions to new programs or initiatives,or measurements that matter to executives.What should a pulse survey measure?The
26、right frequency or cadence for pulse surveysSECTION 415The first thing organizations usually think of when they consider the cadence for a pulse survey is how often will employees have to take the survey?”The real question you should ask is“How frequently does the business need to see results from t
27、he survey?”This question depends heavily on three factors:The right frequency or cadence for pulse surveys07The first thing organizations usually think of when they consider the cadence for a pulse survey is how often will employees have to take the survey?”The real question you should ask is“How fr
28、equently does the business need to see results from the survey?”This question depends heavily on three factors:1 How frequently the constructs you are measuring are likely to fluctuateWhen considering how often to administer your pulse survey,first consider the goal(s)of the pulse survey and what co
29、nstructs it needs to measure to meet those goals.Next,think about how often these constructs or employees perceptions of them will meaningfully change.For example,if your goal is to measure employee mood(not our first recommendation to clients new to pulse),then it is reasonable to expect employees
30、moods to fluctuate very frequentlydaily and perhaps even more than once per day.However,if you will be measuring employee engagement(as measured in a traditional engagement survey)and the drivers of engagement,then daily or weekly measurement does not make sense.Engagement levels are not likely to f
31、luctuate in such a short period of time.When engagement is the focus of the survey,we recommend measuring no more frequently than quarterly,so that internal managers,leaders and HR teams have ample time to action plan and drive results from the engagement data.The right frequency or cadence for puls
32、e surveysJDNOSAJJMAMFMONTHLY07The first thing organizations usually think of when they consider the cadence for a pulse survey is how often will employees have to take the survey?”The real question you should ask is“How frequently does the business need to see results from the survey?”This question
33、depends heavily on three factors:1 How frequently the constructs you are measuring are likely to fluctuateWhen considering how often to administer your pulse survey,first consider the goal(s)of the pulse survey and what constructs it needs to measure to meet those goals.Next,think about how often th
34、ese constructs or employees perceptions of them will meaningfully change.For example,if your goal is to measure employee mood(not our first recommendation to clients new to pulse),then it is reasonable to expect employees moods to fluctuate very frequentlydaily and perhaps even more than once per da
35、y.However,if you will be measuring employee engagement(as measured in a traditional engagement survey)and the drivers of engagement,then daily or weekly measurement does not make sense.Engagement levels are not likely to fluctuate in such a short period of time.When engagement is the focus of the su
36、rvey,we recommend measuring no more frequently than quarterly,so that internal managers,leaders and HR teams have ample time to action plan and drive results from the engagement data.The right frequency or cadence for pulse surveysJDNOSAJJMAMF4321QUARTERLY16How frequently the constructs you are meas
37、uring are likely to fluctuateWhen considering how often to administer your pulse survey,first consider the goal(s)of the pulse survey and what constructs it needs to measure to meet those goals.Next,think about how often these constructs or employees perceptions of them will meaningfully change.For
38、example,if your goal is to measure employee mood(not our first recommendation to clients new to pulse),then it is reasonable to expect employees moods to fluctuate very frequentlydaily and perhaps even more than once per day.However,if you will be measuring employee engagement(as measured in a tradi
39、tional engagement survey)and the drivers of engagement,then daily or weekly measurement does not make sense.Engagement levels are not likely to fluctuate in such a short period of time.When engagement is the focus of the survey,we recommend measuring no more frequently than quarterly,so that interna
40、l managers,leaders and HR teams have ample time to action plan and drive results from the engagement data.0117How often can the business absorb,communicate and/or decide on action plansWhen you administer a survey to your employees,it sets an expectation that leaders will use the results to take act
41、ion.Surveying employees and then failing to communicate back or act on the results can backfire and create feelings of distrust and disengagement among employees.It is also a surefire way to decrease future survey response rates.This doesnt mean you must always take immediate action after every surv
42、ey you administer,but it does mean you should be prepared to review each set of results and aim to understand them.When considering the right cadence of your pulse survey,think about how often the organization can react to survey results.This should,at a minimum,entail some communication of results
43、back to the employees who participated in the survey and some sort of reaction or action plan(s).It might be tempting to survey employees weekly or monthly but its often not realistic for leaders to react that frequently.0218How long it takes for action plans to be implemented and take effectAs disc
44、ussed above,action does not necessarily follow from every pulse survey.For example,a pulse check on the effectiveness of action plans implemented earlier may show that additional action is not needed.However,you should always“plan”for possible actions following each pulse survey.Not only does the bu
45、siness need time to review,communicate and decide on actions,but the time needed to implement action plans may also need to be considered.Action plans can range from simple employee communication to large-scale,enterprise-wide initiatives.In our experience,most action plans involve some sort of comm
46、unication(e.g.,calibrating perceptions of pay and benefits)or small scale procedural or behavior changes(e.g.,managers increase frequency of team meetings)which can usually be implemented and take effect in a matter of weeks or a few months.035 Essential steps for running a pulse survey programSECTI
47、ON 520Now that weve given a basic overview of pulse surveys,this section will combine the best practices and learnings together to help you build a world-class employee pulse program in five steps.STEP 1 Determine the goal(s)of your Pulse Survey Ideally,youll want to tie your goal(s)back to an organ
48、izational KPI or desired business outcome like reducing unwanted attrition or improving the customer experience.Additionally,when youre setting pulse survey goals,consider key outcomes like giving employees a voice or creating more timely action plans.Decide which constructs impact these goals or ou
49、tcomes.Engagement and engagement drivers are among the more common constructs measured in pulse surveys but remember,that pulse surveys provide the flexibility for you to measure any item relevant to your organization.STEP 2 Determine the right cadence for your pulse survey As discussed earlier,ther
50、e are number of factors that drive the right cadence.First,ask how often the constructs you chose to measure are likely to fluctuate over time.Then,think about how often it makes sense for the business take action on survey results.And finally,consider the frequency with which the business outcomes
51、you are trying to drive are measured and tracked.5 Essential steps for running a pulse survey program21STEP 3 Determine the right length for your surveyThe more frequent the pulse survey is administered,the shorter it should be.Below are some general guidelines on length:STEP 4 Build/Identify your s
52、urvey items Think about your survey as having two main componentsoutcomes and drivers.+Outcomes are the key constructs that you are trying to affect.The most common outcome variable that we see is employee engagement.+Drivers make up the rest of your survey.These are typically items in the employees
53、 or organizations control that are likely to impact that outcome.One of the biggest mistakes organizations make is failing to include either outcomes or drivers in the survey.For example,only measuring engagement will tell you nothing about“why”employees are engaged or disengaged,thereby making the
54、survey“unactionable”.In terms of ratio,aim to build a survey that is approximately 10-20%outcomes and 80-90%drivers.+Monthly 10-15 items+Quarterly 15-20 items+Bi-annually 20-30 item22STEP 5 Identify a sampling strategyStart by thinking about the feasibility of running a census(surveying the entire o
55、rganization)for your pulse survey.This will allow you to get results down to the lowest levels in the organization and will ensure that all employees can share feedback.If running a census would create major disruptions to the business or would contribute to survey fatigue,then consider sampling.Rem
56、ember that the most important characteristic of your sample is that it must be representative of the organization or group that your are trying to draw conclusions about.Random sampling and stratified random sampling are two of the best ways to accomplish this.In most organizations,stratified random
57、 sampling will be more practical.And finally,use a sample size calculator to determine the appropriate sample size from each strata.Qualtrics OverviewSECTION 624Qualtrics is a single system of record for all experience data,also called X-data,allowing organizations to manage the four core experience
58、s of businesscustomer,product,employee and brand experienceson one platform.Over 8,500 enterprises worldwide,including more than 75 percent of the Fortune 100 and 99 of the top 100 U.S.business schools,rely on Qualtrics.Qualtrics overviewMonitor,respond,and improve every touchpoint along the custome
59、r journey.Uncover unmet product needs,prioritize product features,measure user experience,and predict market adoption and usage.Measure sentiment across the entire employee lifecycle,prioritize key employee experience drivers,increase productivity through employee engagement,and build stronger teams
60、.Benchmark and track brand awareness,equity,and perceptions,improve brand advertising,and optimize brand strategy.25About Qualtrics Employee Experience Qualtrics is the first and only Employee Experience Management platform that measures employee experiences across the entire employee lifecycle,auto
61、matically prioritizing key drivers of engagement and experience so you can build strong teams,drive productivity,and reduce unwanted attrition.Qualtrics Employee Experience,powered by our predictive intelligence engine,eliminates the need for tedious manual analysis and automatically surfaces deep i
62、nsights that help organizations make critical HR decisions.By delivering real-time,role-based insights to the right people,managers and leaders can now uncover areas of weakness,take action,and drive critical organizational outcomes.Learn more about Employee Experience SolutionsLEARN MOREWANT TO SEE HOW IT ALL WORKS?Contact us for more information on how to get started.BOOK A DEMO