There is a fine line between not doing enough and doing too much and being overbearing. Each organisation has a different culture and rhythm, so WeThrive is designed to be flexible enough for you to fit it precisely to your needs.
Here we share our views on best practice based on our experience with our customers.
We aim to get as close to 100% completion rate as possible – but the most important thing to achieve is an honest assessment of what could be better, from the employee point of view, so the organisation can identify precisely how to increase motivation and improve performance.
Here are some top tips from hundreds of surveys
- Ensure the line managers are well briefed in relation to the goals of the project, their roles, what they will get from the process and what the likely results will be. Thier buy-in leads to a much better outcome for everyone. They can nudge their staff along to complete the survey and then deliver the feedback directly.
- Give your staff full permission to spend as much time as they need to complete it. It won’t be long - normally no more than 10 minutes. You need honest, complete data, so don’t let work pressures make some people rush it, or even avoid it because they are worried about not delivering what their manager wants.
- Let the whole business or team know what will happen after the survey has been completed. How soon will feedback be delivered? Who will deliver it, and how? How seriously will the results be taken?
- Once the survey is closed send a thank-you to all the staff for their participation and clarify the next steps so they know what is happening next.
- Doing nothing is potentially very damaging as staff can feel like you have not lived up to your side of the deal... So make sure you act on the information WeThrive gives you.
How frequently should you survey your people?
This is the question we get asked most often. There is no right or wrong answer, but here are some guidelines.
Annually is not frequent enough. Things change, and any organisation will look quite different over the space of 12 months. How the people feel will most definitely change with events and changing pressures, so you need to measure that on a more frequent basis.
Monthly is in our view too frequent, unless you are using WeThrive as a tactical tool in a new project team, for example. You generally need time for the organisation to read the information, react appropriately and make real changes, and then time for those changes to bed in before more changes are made. Human beings can find too much change unsettling or even traumatic, so take it at a pace your people can handle.
Weekly – don’t do this!!! It will have a significant negative effect and make your people feel micro-managed. The exception would again be if you are using WeThrive as a tactical tool, in a fast-changing environment where the team need regular support.
Our recommendation is to survey every 3-4 months depending on how the business is changing. Then you will not get survey fatigue, and the three or four surveys a year will keep you properly in touch with the way your people feel about working for you.
Generally this also feeds in nicely to the performance review or appraisal flow – giving the line managers supplementary information to make sure they are engaging their direct reports.
In addition we advocate tactical surveys if, for example, there has been a major change in the business – an acquisition or perhaps some redundancies. In these cases WeThrive can help you refocus people on the important areas of working life, and so to calm down and concentrate on core business activities.