If your employee engagement survey has an open-ended question at the end, and it should, you're in good company. Aon employee surveys finds that most companies use one or two open-ended questions on their surveys. But sadly, more than three-quarters of companies say that they're not able to effectively harness those open-ended questions to move the needle on employee engagement.
The biggest reason that companies fail to take full advantage of the responses to those open-ended questions is that they don't think that hard about them. Imagine you ask an open-ended question like"Please describe any positive changes we could make to improve the work environment at ABC." Now suppose that an employee writes the following comment:
Many people here have been passed over for a position they've been trained to do or sometimes are doing in an interim capacity. But employees with no experience often get those positions because they were friends with the hiring manager. Or because the manager believes they can control them. Or because they won't expose the manager's inadequacies. This company has to start promoting employees with the experience and talent to serve the best interests of the company.
Far too many leaders read a comment like that and think,"ah, clearly this is a disgruntled employee who was passed over," or"it's just sour grapes," or"maybe they've got a point, but there's not much to be done about it." The employee who wrote that comment is clearly annoyed and maybe even angry, but there's so much more happening in that response. They're obviously expressing dissatisfaction with the current promotion practices, and they're clearly feeling frustrated, demotivated and undervalued. But beyond that, they also have a strong sense of fairness and believe in a meritocracy, where people are promoted based on skills and experience rather than personal connections.
Source: News Formal (newsformal.com)
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