Corporate Culture: Are You Optimising Your Pulse Surveys?
‘Corporate Culture’ and ‘Employee Satisfaction’ are currently amongst the hottest topics in People Analytics. The intense competition for top talent, coupled with an increasingly mobile workforce, has made it very important for organisations to listen to their employee's feedback and address areas of concern; otherwise, they risk an unhappy workplace, or worse, lose talent.
Cultural Surveys are no longer a mere formality. The traditional Annual/ Semi-Annual cultural surveys do not work because there would be a new set of employee concerns by the time the reports for the annual surveys are formalised (usually 2–3 months in large organisations) and these would not be addressed until the next survey.
Company culture is like a living organism that evolves every day, and organisations are constantly searching for new methods such as Pulse Surveys to track their culture on a more frequent basis. However, unless you are using a specialised tool, it is very difficult to drill down into feedbacks about the company’s culture, especially at a managerial level where the desired cultural changes can be most influential.
HR reports have traditionally been done on an ad-hoc basis rather than being readily available to managers and this only increases the time needed to address cultural concerns. Concerns around confidentiality and anonymity also lead to employees making dishonest reviews for fear of repercussions or negative feedbacks from the management team.
Another problem with cultural surveys is that the data collected from these surveys are rarely correlated to other sources of employee data such as attrition, performance, and recruitment, even though there is a direct logical connection between them. While it is mainly the responsibility of HR and senior management to ensure that a culture of being responsive and accepting of employee feedback flows throughout the organisation, the fact that company culture has a direct impact on manager KPIs reinforces the need for management to be more involved in addressing employee concerns.
Because of the aforementioned reasons, Panalyt was approached by a client with 1000+ employees who ran Pulse surveys using TypeForm and reported using static presentations, which made it difficult for this data to be readily available to managers and for them to slice and dice the results as desired while keeping the feedback anonymous. To address these concerns, we built the Panalyt Pulse dashboard that reports on the feedback at a Line Manager Level based on the reporting line (pulled directly from the HRIS). This allows managers to access and drill-down into the results of the Pulse Survey (NPS scores, Survey Answers, Comments) while keeping the data confidential. Since Panalyt integrates with all sources of HR data, the client is also able to directly correlate company culture with business outcomes!
Going Beyond Employee Engagement Surveys
Another objective way to look at Employee Engagement is to use Relational Analytics to identify which employees are being isolated from their managers and teams.
Relational Analytics provides a lens into how work really gets done at your organization by mining behavioural insights from internal and external employee communication and collaboration metadata.
These behavioural can then be co-related with desired business outcomes like increased productivity and innovation, higher engagement and wellness, reduced attrition and so on, to enable you to nudge your employees to adopt desired behaviours to help them succeed in their roles.