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Savvy Surveys & Quality Questionnaires Practical Advice for the New Survey Practitioner Kristin L Chase Kristin L. Chase Universal Orlando Resort

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Page 1: Savvy Surveys & Quality Questionnaires - c.ymcdn.comc.ymcdn.com/.../imported/SavvySurveysandQualityQuestionnaires.pdf · Savvy Surveys & Quality Questionnaires ... Ad Hoc Questionnaires

Savvy Surveys & Quality QuestionnairesPractical Advice for the New Survey Practitioner

Kristin L ChaseKristin L. ChaseUniversal Orlando Resort

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Primary Survey TypesPrimary Survey Types• Employee Opinion/Satisfaction Surveys• 360º Feedback/Multi-rater Surveys• Ad Hoc QuestionnairesAd Hoc Questionnaires

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Phases in the Survey LifecyclePhases in the Survey Lifecycle

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ROI for Your AttendanceROI for Your Attendance

• Understand whether or not surveying isUnderstand whether or not surveying is the right solution for your company and if so which type of survey fits your needsso, which type of survey fits your needs

• Learn about the major survey phases and things to remember during each phasethings to remember during each phase

• Know how to get the most out of any b f ll i b t tisurvey process by following best practices

and avoiding major pitfalls

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Employee Opinion/Satisfaction Surveys

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Employee Opinion/Satisfaction Surveys Defined

Large scale “census”, “pulse”, or “sample” surveys conducted on a regular basis

• Typical topics:– Satisfaction/engagement

on a regular basis

– Loyalty– Pride– Management/leadership– Working environment– Recognition & growth

• Purpose: p– Measure broad base of employee opinions– Learn what matters most, where we are doing well, and where

we can improve– Support communication between leaders and employees– Drive action and positive changes

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Employee Opinion/Satisfaction Survey D lDevelopment

• Define overall survey purpose/focusDefine overall survey purpose/focus• Survey item choice

B h ki– Benchmarking– Stakeholder input– Focus groups– Executive leadership direction– Values/competencies

• Potential use of external consultants

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Employee Opinion/Satisfaction Survey C i iCommunication

Th i & i• Theming & campaign• Toolkits & roadshows• FAQ’s emphasizing “Why?” and “WIFFM”• HR Manager partnershipsHR Manager partnerships

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Employee Opinion/Satisfaction Survey C i iCommunication

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Employee Opinion/Satisfaction Survey Ad i i iAdministration

• Participation tracking• Participation tracking• Online & paper administration• Survey proctors

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Employee Opinion/Satisfaction Survey R l I iResults Interpretation

• Advance presentations and “peeks” to execs• Advance presentations and peeks to execs• Simplify results interpretation

• Use written comments to clarifyy

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Employee Opinion/Satisfaction Survey F ll U d A i Pl iFollow Up and Action Planning

• TSAT Advocacy Group• TSAT Advocacy Group• Action Planning Toolkits• Best practice sharing• Best practice sharing• Online site for posting

S d t ki• Scorecard tracking• TSAT accountability

Li it d• Live it year round

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360º Feedback/Multi-rater Surveys

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360º Feedback/Multi-rater Surveys D fi dDefined

Survey collecting developmental feedback from multiple groups

• Key Elements:C h i

MANAGER

(raters) on a participant’s key competencies and behaviors

– Comprehensive– Anonymous for peers, working

colleagues and direct reports– Unique– Specific

• Purpose:– 360º = Feedback from all levels

L h t tt t h SELF– Learn what matters most, where you are doing well, and where you can improve

– Support communication between leaders managers and

SELFWORKING COLLEAGUESPEERS

leaders, managers, and colleagues

– Drive growth and development planning

DIRECT REPORTS

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360º Feedback/Multi-rater Survey D lDevelopment

• Ease in! (development vs performance)• Ease in! (development vs. performance)• Consider role of self, manager & HR

– What to approve– What to view– How to define roster

• All at once or “self-triggered”gg• Competency/behavior based• Buy vs build• Buy vs. build• Written comments

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360º Feedback/Multi-rater Survey C i iCommunication

• Training for raters/new participantsTraining for raters/new participants• Definitions of participants/respondents

C i ti t h l d t• Communication to hourly respondents• Clarity on process “phases” (e.g., roster

generation, viewing list of surveys to complete, survey administration)

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360º Feedback/Multi-rater Survey Ad i i iAdministration

• Based on competencies/behaviors• Manager 1 Importance Ranking• Written comments: Appreciate/More Effective• Limit number of surveys to complete

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360º Feedback/Multi-rater Survey R l I iResults Interpretation

• Must complete training before receiving results

• Averages for all respondent groups including selfS lf Oth G• Self vs. Other Gap

• Comparisons to Norm• Written comments grouped

for anonymity (except for Manager)Manager)

• Download data to Excel

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360º Feedback/Multi-rater Survey R l I iResults Interpretation

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360º Feedback/Multi-rater Survey F ll U d A i Pl iFollow Up and Action Planning

• Coaching Contact ListCoaching Contact List• Online Individual Development Plan (IDP)• Opportunities for Additional FeedbackOpportunities for Additional Feedback• Divisional level reporting

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Ad Hoc QuestionnairesAd Hoc Questionnaires

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Ad Hoc Questionnaires DefinedAd Hoc Questionnaires DefinedSmall scale infrequent or one-time questionnaires

developed to address client needs

• Typical topics:Evaluation of programs meetings or events

developed to address client needs

– Evaluation of programs, meetings, or events– Departmental needs analysis or audit– Preferences regarding HR services (payroll, staffing/schedules, etc.)– Research and rankings on various topics

• Purpose: – Varied based on client needs– Varied based on client needs

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Ad Hoc Questionnaire D lDevelopment

• Typically initiated by clientTypically initiated by client• Client can be at varying levels of “survey savvy”• Understand end goal and desired information viaUnderstand end goal and desired information via

client meeting• Design questions that will easily extract the desiredDesign questions that will easily extract the desired

information• Treat each small questionnaire with as much care eat eac s a quest o a e t as uc ca e

as a large-scale survey• Avoid “oversurveying” y g• Is a survey/questionnaire the best method?

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Ad Hoc Questionnaire C i iCommunication

• Client should define purpose ofClient should define purpose of questionnaire for respondents

• Keep it short and sweet• Keep it short and sweet• Consider incentives or how to make

i it ti “fl h ”invitations “flashy”

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Ad Hoc QuestionnaireAd i i iAdministration

• Online preferable to paper in most cases• Online preferable to paper in most cases

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Ad Hoc Questionnaire R l I iResults Interpretation

• Results sharing via linkResults sharing via link• Client can slice and dice responses

depending on preferencedepending on preference• Consider whether individual response vs.

group (aggregate) reporting is more relevantgroup (aggregate) reporting is more relevant

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Ad Hoc Questionnaire F ll U d A i Pl iFollow Up and Action Planning

• Client driven and dependent on type of• Client-driven and dependent on type of questionnaireOft ti i it lf i f ll• Often questionnaire itself is a follow-up on a process, event, meeting, etc.

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Benefits, Challenges, and Overall Survey Do’s & Don’ts

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Employee Opinion/Satisfaction SSurveys

• Benefits– Detailed reporting and “scorecard data” for managers– Historical trending– Linkages to other HR metrics– Can be both a cultural “indicator” and business

“driver” (GSAT + ESAT = $$$)( $$$)• Challenges

– Challenging to administer as a full census survey– Optional vs. mandatory participation “perceptions”– Managers chasing numbers

Lack of follow up and buy in can trump your efforts– Lack of follow-up and buy-in can trump your efforts

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360º Feedback Surveys• Benefits

– Anonymous opportunity for peer/colleague/report feedbacky pp y p g p– Understand participant’s own perception vs. others– Directs developmental conversations & activities– Promotes a culture of open dialogue and feedback

• Challenges– Roster generation done right– Dealing with verbatim comments

Enco raging candor and honest– Encouraging candor and honesty– Survey and data “overload” for respondents & participants– Driving accountability for development based on feedbackDriving accountability for development based on feedback

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Ad Hoc QuestionnairesAd Hoc Questionnaires• Benefits

– Easy to administer and develop– Customizable– Low cost– Low cost– Quick

• Challengesg– Taking time to properly design survey to ask the “right”

questionsAssistance w/ data interpretation for survey novices– Assistance w/ data interpretation for survey novices (putting “science” into it)

– Internet based hosting may be a concern for fid ti litconfidentiality

– Surveys are not always the solution

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Overall Survey “Do’s & Don’ts”• Do:

– Involve your clients/stakeholders to determine yend goal or question(s) to be addressed

– Build in accountability and linkages to larger l /i iti ticompany goals/initiatives

– Keep it simple (green = good, red = bad!)D ’t• Don’t:– Forget to build in time for technological snafus

P h f d ith t d ( thi d– Push forward without a second (or third…or fourth) pair of eyes

– Begin again without a debrief– Begin again without a debrief

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Questions & Comments

Kristin ChaseManager, Organization Development

Universal OrlandoUniversal Orlando 407-224-7606

kristin chase@universalorlando [email protected]