A YEARLY EMPLOYEE SURVEY IS OLD SCHOOL
15 May 2020 
in HR

A YEARLY EMPLOYEE SURVEY IS OLD SCHOOL

Did you notice every year HR seems to have a certain theme – like in school?

3 years ago it was diversity, 2 years ago it was employee engagement surveys, 1 year ago it was vitality and (mental) health, this year's purpose was deemed to be the key topic. I guess Corona has taken over.

I guess I am a bit out of sync with the theme order but I still would like to touch on the topic of yearly employee engagement surveys. I'm sorry to be so direct and perhaps even offensive to some, but hey here I go: They are old school. They have been for already 5 years, Sorry but they are. I believe it's mostly still happening because it's become a habit or it's still in HR's yearly activity and budget planning, or management needs them for their yearly shareholder's meeting, or because we like to have a benchmark or simply because they have always been done and nobody questioned the habit so far. Old school practices…

How come we all know that 70% of the happiness factor of an employee is based on the relationship they have with their manager, but we don't measure the quality of this relationship? Might it be more relevant to measure how each individual manager scores on different leadership elements and set a benchmark for growth potential there? And not just once a year, that is so not enough. If you would measure every 2 weeks for the duration of a year, you would get some really good insight on how well your organization is doing internally. Wouldn't it be wonderful for all involved, including the manager, if all management would constantly be under 360? What would that do with the culture? Would talent be more eager to work for a company where managers are being evaluated every 2 weeks by their teams, or for companies that ask their teams once a year what they think?

The key reason I believe why most companies haven't adopted this practice is that they are worried about their manager's feelings and how they will react to implementing such a practice. But is not the manager's feelings that are preventing this practice to be common, it's the culture of the company. Is there a culture of trust and support so that management feels safe enough to undergo such a personal evaluation. If there is a  fear culture or fear of failing or if managers are worried it will be used for internal competitive rankings then the result will be that not only managers don't want to participate, employees won't give fair answers either. They will be scared of the consequences of their honest feedback.

Old school versus new school KPI's?

Now a far more objective measure of what people really think about the company they work or worked for is to be found online. In online posts, ratings, and reviews. of your employees. The stats give you a lot of answers. Do they share company messages, do they love working for the company, do they follow company pages, do they follow leaders, do they send their leaders messages, do leaders respond back, etc.

“75% believes that companies whose leadership team uses social media to communicate about their core mission, brand values and purpose are more trustworthy” than just one fact.

How are things set up in your organization? Is your management even using social media? Is HR in the driver's seat to grow the popularity of your employer brand? How do know HR is successful at building your employer reputation amongst talent and employees alike? Isn't that a far more interesting KPI to measure progression than a once a year employee engagement survey?

New school HR versus old school HR, I am a true believer 🙂

About the author
On a mission to help entrepreneurs, management teams, hr & marketing professionals to create companies we all love. Both customers & (ex) employees. Here to inspire, energise and support personal leadership (team) transformation and share expertise on how to create great customer and employee experiences that boost (online) popularity, create raving fans and beat the competition. In 2016 Anne was the winner of the CHRO Award of the year in the Netherlands. In 2017 she won the German Stevie Award for best HR Director Germany and in 2018, 2019 and 2020 Anne was responsible for Hunkemöller receiving the Top employer certification in both The Netherlands and Germany. ‍She passionately believes that great leaders power great people. Great people power great companies. Great companies deliver a great customer and employee experience. Everybody deserves a great leader and a great place to work! www.fantistics.eu www.annejaakke.com
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