Why Pulse Surveys Can Go Wrong But Still Get Right With Heartpace Pulse!May 26, 2020
More and more companies and organisations are beginning to abandon the annual OSH - Occupational Health and Safety surveys and move to faster and more frequent pulse surveys. The more extensive annual measurements are of course still a function, but the problem is that it is often historical data, when one comes to follow-up and action. With pulse surveys, however, there are new problems where superficiality creates a lack of commitment among the employees.
There are some important factors to consider for a pulse survey to be good. After all, it’s not wrong to measure, the important thing is; what you measure and how you follow up!
Data collection is the foundation - It must be easy!
The result and the report generated by the pulse survey are entirely asking for how it’s correlated with shallow data. Such data is, for example, about the work profile, year of employment, gender and how the issues are adapted to the organisation. "As you cry out in the forest, you get answers" is a statement that also applies to measurements. One should also avoid obvious or leading questions.
Heartpace Pulse offers templates with relevant questions, which can be used directly or alternatively reformulated to suit the culture of the organisation. You can also correlate with existing data about your organisation.
How to affect response rates and results?
In order to draw relevant conclusions from a pulse survey, the response rate should be high (at least 70-80%) and even at high response rates, time should be spent thinking about possible loss and what it’s due to. If you want to carry out frequent surveys it’s also important that employees feel that it’s easy and meaningful to take the time to respond. We'll get back to meaningfulness further down.
Heartpace Pulse is easy to use from as well a computer, iPad or mobile where anonymity is guaranteed. There is also scope for comments and suggestions for action.
Follow-up is first and last, and it must go fast!
The largest problem with employee surveys of various kinds is usually not located in the poll itself, but in the lack of follow-up. Often the feedback comes so late that you’ve had time to forget about the measurement or proposals for measures as a result of the result delay even longer, which means that new problems are in focus instead of the previous ones. This contributes to a lack of commitment among employees, who will feel that it makes little sense to engage in yet another ”fill in exercise”. Next time, you tick the answer options without thinking about the content just to ”get rid of it”.
Follow-up must be carried out close to the measurement and also include proposals for measures where improvements are needed in accordance with the results of the measurement. Employees should also be involved to discuss and provide solutions. Of course, the measures should also be implemented as quickly as possible.
Heartpace Puls meets all criteria on fast processing and the possibility of quick feedback at both individual and team level. You can also match other follow-ups in the tool, for example, to allow the employee immediately after a question to request a talk and thereby have a dialogue about the result. This creates a personal connection to the employee who feels that it is actually about her/him.
Who is responsible?
As usual, when it comes to responsibility for how the organisation's culture, work environment and results are created, it is quite natural up to the organisation's management. It’s the leaders and heads of the various units who are responsible.
Talented and successful leaders today use various tools to support feedback and weekly check-ins. For talented leaders, pulse surveys are a support and facilitate the journey to continuous follow-ups in the organisation, which leads to greater employee engagement and better business results.
Heartpace offers managers personal guidance on how everything works in the system and support with how to utilize the system for the best of the organisation.