Employee communications survey template

Our approach is to gain an in-depth understanding of what is important to you in your career and how satisfied you are. The questionnaire will take you approximately 25 minutes to complete and is divided into four distinct sections. Occasionally you may feel that questions are being repeated. This is not the case although we do ask a number of questions on similar themes to ensure that the data we collect is as reliable as possible. We would like to take this opportunity to clearly state that we will only report back to Organisation X on a group basis so that individual responses cannot be identified.

If you have any queries or concerns regarding the confidentiality or completion of the questionnaire please do not hesitate to contact us. As mentioned in previous communications from your management teams, Organisation X want to benefit from the perspective and insights of all their employees to ensure that the aims and objectives of the organisation can be met.

The questionnaire that you are about to complete is probably a little different from other questionnaires that you may have been asked to do. Example 3: A letter or email to line managers introducing survey.

As you will be aware we will shortly be embarking on a staff satisfaction survey. The information gained from the survey will be used to inform focus action plans to improve levels of staff commitment and morale. This initiative is vital if we are to achieve our ambition growth plans for the coming year and your participation and support is required to make this a success.

A more detailed briefing pack see attached has been prepared for to support you and your teams throughout the survey. In summary your role will be to:. May I take this opportunity to thank you for your support and commitment to this process — our continued growth and success relies on the commitment and satisfaction of our staff.

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Alongside contributions from friends when they need an outlet of their own. Communicating your the Action Plan. We emphasize "the" action plan because it is important to create buy-in at all levels of the organization. You will need to decide how you want to approach this. Some companies involve employees in the planning process to some degree.

Other companies take a more top-down approach. There is no universal right or wrong answer here. The decision depends on your organization's culture, size, and the sorts of problems and actions that are needed. Regardless of which approach you decide to take: Make sure the entire senior leadership team is on the same page and supportive of the action plan. Show employees a united front and convey your strength and competence as a leadership team. This can be easier said than done, especially if some functions had worse results than others.

Functional leaders or other key stakeholders may feel threatened or take the results personally. If you anticipate or encounter problems, this is one point in the process where an outside consultant can be particularly helpful. Make sure than managers are not blindsided. You may want to share the survey results and your action plan with all managers before communicating to all employees. This allows managers to be prepared for any questions that might arise.

It can also help generate support and buy-in from managers. Share the action plan at the same time that you communicate the survey results. If you will involve employees to determine solutions in some areas, communicate that. In other areas, share the specific details of the actions that will be taken. There are various ways to structure action plans. One option that we recommend is to make sure all of the actions adhere to the S.

T goal criteria. The action plan should include some things that can be done quickly and that are easy for employees to observe. These should not be superficial actions. Employees should be able to see a positive impact fairly quickly, even if the impact is modest. The action plan should also include some longer-term, more substantive plans that will have a deeper impact, but that will take longer to implement and achieve. Ongoing Communications.

Don't stop now! Establish a pattern of regular communication about senior leadership's commitment to employee morale and satisfaction. Share progress toward goals, milestones reached, and other activities related to the action plan. Don't expect employees to automatically know everything that is being done or to simply observe the changes that are being made. Continue to celebrate successes and acknowledge when efforts fall short.

Ongoing communications can also help drive accountability. When employees are reminded of promises that were made and goals that were set, the people responsible for delivering on those promises are more likely to follow through. It is as simple as peer pressure and can be a useful technique to impose on yourself and others.

When and How Often to Repeat. Finally, at some point, it will be time to repeat the employee survey in order to measure progress and also to assess whether any new problems have emerged. For many organizations, repeating the survey after one year makes the most sense.

It usually takes about a year for a company to analyze the survey results, implement an action plan, and for employees to observe the changes and shift their attitudes. For companies that are undergoing significant changes like a merger or a major restructuring , a follow-up survey can be conducted after three to six months.

More frequent pulsing surveys are recommended for organizations that can handle the logistics and that want to stay on top of emerging engagement issues. If using pulse check surveys, keep the following in mind: Pulse surveys need to be short. I rarely receive unreliable information from my manager.

My colleagues and I readily share information that is critical to our success. There is absolute transparency in sharing information between various departments in the organization.

The group meetings are informative and worth the time spent. We receive monthly newsletter with company updates. There hasn't been an incidence of miscommunication within the team.

Top 5 reasons to use this company communications survey template While it is important that communication flows both ways in an organization, having a good strategy in place is paramount to success. Let us look at the advantages of using this company communication survey questionnaire below.

They also feel valued, heard, and a reliable member of the team. They can work and formulate ideas around that plan. This translates into better productivity, teamwork, morale, and engagement. You should always listen to your employees, give them a channel to voice their opinions and concerns. This gives leaders a better idea about their employees, teams, and peers and finding ways to support, engage, and motivate them.

Engaged employees contribute significantly to an organization's success. Honest and open communication has to flow from management to employees, from managers to subordinates, team members to managers, etc.

This is key to ensure that your employee experience is good and positive across all levels of your organization and employee cycle. Related templates and questionnaires Exit Interview Survey Template 18 questions view template. Exit Interview Questions Survey Template 14 questions view template.

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