If you want to create the best employee experience, which is a must have today in order to 1) retain your employees and 2) attract the most competent employees, you should start measuring your employee experience throughout the employee journey.
Here are some organizational wins you can gain from listening more frequently to your employee experience throughout the journey:
In this guide we dive deeper into what you should know about continuous and intelligent listening and what to know before setting up a more frequent and broader survey to gather feedback intelligently throughout the year.
A continuous listening and action system is an approach for gathering, combining, and analyzing a broad array of data sources in a continuous but smart and intelligent manner. But it does not mean 24/7/365 even though technological opportunities make it possible for you to measure your employee experience every day.
Read more about our recommendations in the guide and what you should avoid to do!
Conducting a survey is one source of getting your employee insights, but there is a whole array of other sources.
If you work to establish a continuous listening and action system, you can intelligently mix data from various sources to create a 360-degree system that covers the entire employee journey, delivering insight at an appropriate tempo.
Choose the right source to gain the EX insights you actually need. Because there are many different ways to listen.
When building a system of broader, more frequent employee insight, you should be very clear on who exactly in the organization you want to listen to the insight – and not least to which insights.
In the guide you get to know the most important stakeholders and which different kind of insights you should present for them.
If you decide to turn the survey tempo up a notch, you must demonstrate to employees that the resulting insight will also be acted on. This is very important and should be a priority interest of yours.
The data results have to be backed up with recommendations for action. If that is unrealistic to manage in your organization, it would just be a waste of energy, time, money and resources to increase your survey frequency. No organization, regardless of industry and size, should perform surveys more frequently than they can follow up on the results, with respect to the available time, resources and energy.
But the opposite of this situation is also possible. Imagine that the organization is mobilized to work on employee experiences but lacks a steady flow of facts and insight to guide it in the right direction and ensure that people are not left to work in the dark. There is vast untapped potential in this scenario.
Many organizations find themselves in the first mentioned scenario – the one with a flood of insight that nobody acts on.
Download the guide and see how to find the right balance between insights and action - it is one of the most important things to master.
Download the guide and see the design criteria you can consider if you are thinking about introducing a more frequent survey set up.
Three of the design criteria you should consider is:
1. Organizationally stability versus transformation
2. Large versus small HR functions
3. Blue versus white-collar distribution