Hr survey monitor 2015 eng

HR SURVEY MONITOR 2015 · WWW.QUESTBACK.COM 1

EMPLOYEE SURVEYS – CURRENT FACTS, TRENDS, AND ANALYSES

QUESTBACK HR SURVEY MONITOR 2015

WHICH SURVEYS ARE BEING RUN?

HOT TOPICS THROUGH 2020 ROI FROM HR FEEDBACK WITH LINKAGE ANALYSES

NEWEDITION

2015

HR SURVEY MONITOR 2015 · WWW.QUESTBACK.COM

HR SURVEY MONITOR 2015 · WWW.QUESTBACK.COM2

83% +10%

63%+3%

54%+16%

56%+9%

49%+10%

44%+14%

37%+11%

24%+11%

100%

50%

2

84%

2012 2013 2014

77%

68%

EMPLOYEE FEEDBACK 2015 AT A GLANCE

Employee surveys are more important than ever before

EXECUTIVE SUMMARY

EMPLOYEE FEEDBACK 2015

When we initially released the HR Survey Monitor in 2011, employee surveys were typically run centrally and conducted every two years as a ‘requirement’ more than anything else. This picture has changed dra-matically in recent years. Strategic topics such as leadership, transpar-ency, engagement, and generation Y are rapidly beginning to dominate the HR agenda. Employee feedback is extremely important within each of these topics.

An indicator of this change is the increasingly broad range of topics included in surveys. More and more companies are conducting surveys that are ever more specific. In paral-lel, survey data is being used more often to determine whether targets have been met, and to calculate em-ployees’ variable compensation.

Follow-up processes and quantifi-cation of the return on investment (ROI) continue to pose great chal-lenges for HR managers. Linkage analyses of employee surveys can help in mastering them. We will elaborate on this hot topic on pages 4-7, as far as is possible within the scope of this document.

Representatives from 159 organiza-tions in German-speaking countries took part in the HR Survey Monitor. Of these participants, 74% were de-cision-makers and project managers working in the employee surveys field, and 26% were members of project teams in various corporate business areas (including HR, quality management, market research, and marketing).

The percentage of respondents who consider employee surveys important or very important for their company has been rising steadily since 2012.

2014/2015 SURVEY BREAKDOWN

Over 80% of all businesses interviewed conduct “standard” employee surveys. More than half of the respondents also analyze internal customer satisfaction, leadership, risks, health, and training requirements.

Executive feedback and training requirements exhibit the highest growth rates – about 15% of the respondents indicated that they were planning to implement relevant programs in these two areas.

Which surveys are being run?Which are planned?

of the respondents consider employee surveys to be an important corporate management tool.

100 % = very important

ImplementedPlanned

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Exit

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THE STUDY PARTICIPANTS


%

73,9 % 73,5 % 59,2 % 59,0 % 57,9 % 57,1 % 52,8 % 51,8 % 49,3 % 46,7 %

100%

50%

47,1%

25,6%

+9,2%

+4,7%

2570%

1

2

3

EMPLOYEE FEEDBACK 2015 AT A GLANCE

Using feedback KPIs for team and employee performance management

EMPLOYEE FEEDBACK 2015

More and more businesses are setting goals with their employees that include “soft” key performance indicators that were identified through surveys.

The most commonly used KPIs include engagement, leadership skills, and cus-tomer satisfaction. Using these metrics ensures that employees do not gear their efforts toward achieving one-dimensional goals, such as short-term sales targets, but rather toward creating sustainable value.Accordingly, this management model is used for executives, employees, and teams with a high level of customer contact.

Leadership and engagement clearly come out on top.

What are the hot topics through 2020?

Leadership takes first place because of the growing demands placed on executives – especially in terms of human relations, driven in large part by the upcoming large-scale integration of generation Y.

Engagement is key, in particular because companies without an extremely dedicated workforce will not be able to succeed in complex, knowledge-intensive markets.

Transparency is in third place – a clear sign that successful companies need to be more open to candid, routine internal feedback and dialog.

Implemented

Planned

Usage for goal-setting

Usage for variable compensation

One out of every four companies already fac-tors feedback KPIs into its employees’ variable compensation.

THE TOP 10 OVER THE NEXT 5 YEARS

Topic seen as important / very important

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LINKAGE ANALYSES

SUCCESSFUL FOLLOW-UP PROCESSES THROUGH LINKAGE ANALYSES

“Our employees’ commitment score is 3.8. What exactly does that mean?”

“Well, we conducted a linkage analysis and found out that an increase in commitment of 1/10 would reduce the employee turnover rate by approx. 0.4%.”

When following up on employee surveys, the information needed to make effective decisions is frequently missing. Linkage analyses are conducted to bridge this gap. Linking the available data sources can identify new, “harder” correlations.

Today, 23% of the companies inter-viewed already link their employee sur-veys to other data sources in order to gain deeper insights. These numbers are trending sharply upward: another 13% of these businesses are definitely planning to implement linkage projects in the future.

The study participants reported that they link their employee surveys to two different types of data: 1) to the results of other surveys, and 2) to other corpo-rate data and metrics (e.g., fluctuation rates, sickness rates, churn rates). On the following pages, both options are described in greater detail. They pro-duce the greatest effect when used in combination – as demonstrated in the fictional dialog on the right.

“And what do we have to do to boost our employees’ commitment?”

“The personnel development topic has been prov-en to have the greatest impact. We should allocate our follow-up resources primarily to that area.”

Linkage analyses can be of considerable help in defining the ROI of feedback.

Through linkages from two surveys (page 5)

IDENTIFY DRIVERS

IDENTIFY AND QUANTIFY CAUSE/EFFECT through the linkage of surveys with corporate data (page 6)

Drivers

E.G. COMMITMENT E.G. EMPLOYEE TURNOVER

e.g. personal development

e.g. team spirit

e.g. leadership

Feedback KPIs Corporate KPIs

Driver analysis and correlation quantification can be used as an early warning system, as long as measurements are taken regularly and models are adapted accordingly.


+32,3% +12,1% +14,3% +14,3% +11,1% +7,1% +10,3% +7,7% +7,9%

60%

30%

28%

41%

16,1% 30,3% 25,0% 21,4% 13,9% 14,3% 10,3% 11,5% 10,5%

Getting to the heart of the matter: Linking survey results

This is also referred to as driver analysis, which is used to identify the factors “driving” or having the greatest impact on the target parameter. Driver analysis is based on the fact that target parameters always comprise several survey results. Linkage analysis allows the key factors to be reliably determined retrospectively.

of all employee surveys are linked to other surveys.

On average, more than

Linking an employee survey to other surveys is usually designed to find tangible parameters that can be optimized.

(according to the reported number of projects businesses plan to implement)

This figure will increase to

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Implemented

Linking employee surveys to health surveys 32% of all the companies inter-viewed are planning to link these two surveys. This is due to legislative initia-tives and their direct impact on corpo-rate expenses. Linkage analysis serves to uncover the tangible parameters that have the greatest impact on employees’ health. For example:

Does team collaboration or leadership have the greatest potential for improvement?

Do work processes need to be improved?

Is the office inventory creating problems?

This is typically done to analyze how management behavior affects employees’ commitment.

Put more precisely: which leadership aspects have the greatest impact on employees’ engagement and motivation, and should therefore be specifically encouraged? Examples of this are:

Team representation by the team leader

Fairness

Leadership skills

Companies that are highly service and customer-focused are especially interest-ed in the correlations between employee engagement, and customer satisfaction and loyalty.

Their key question is: which drivers are worth investing in because they do not “only” have an effect on their employees’ attitude toward customer orientation, but also on customer satisfaction and loyalty? Examples of this are:

Interdepartmental cooperation

Team atmosphere

Leadership

LINKING EMPLOYEE SUR-VEYS TO HEALTH SURVEYS

LINKING EMPLOYEE SURVEYS TO EXECUTIVE FEEDBACK

LINKING EMPLOYEE SURVEYS TO EXTERNAL CUSTOMER SATISFACTION


34,1% 27,3% 29,9% 22,4%

15,9% 15,9% 10,3% 9,4%

60%

30%

31%

44%

LINKAGE ANALYSES

FINDING WAYS TO DETERMINE THE RETURN ON INVESTMENT Linkage analyses can be used to find distinct correlations between “soft” feedback KPIs and objective corporate metrics. In other words: linkage can turn feedback into hard currency.

The most frequently linked key indicators are human resources management figures: sickness rates, absenteeism, and employee turnover rates.

“So what does this number tell me?” Anyone responsible for employee sur-veys is certainly familiar with this ques-tion. Linkage analyses provide good answers to that question, since they allow correlations to be quantified. Typ-ical examples of this are provided at the bottom of the page.

Yet the methodology is far from trivial: the survey results and corporate metrics need to contain an adequate number of data points and compatible data struc-tures to allow a reliable correlation anal-ysis to be made. That probably explains why only about a third of all the com-panies interviewed perform this type of analysis, despite the advantages of the insights it offers.

Linking feedback to objective metrics

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Implemented

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Abs

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of all the companies interviewed link surveys to objective data and key indicators.

(according to the reported number of projects businesses plan to implement)

This figure will increase to

EMPLOYEE TURNOVER

COMMITMENT

SICKNESS

STRESS

PERFORMANCE

ENGAGEMENTFeedback KPIs

Corporate KPIs

Provided that appropriate data are available, it is possible to uncover impact chains that can serve as a basis for defining the specific actions to be taken.

CORRELATION MODELS


LINKAGE ANALYSES WILL SHAPE THE FUTUREWe predict that linkage analyses will soon become a standard analysis tool. It makes sense and is in keeping with a holistic approach to corporate development to utilize the entire potential of available corporate data.

However, we would like to point out once again that several requirements must be satisfied for linkage analyses to be successful:

We also see career opportunities for HR professionals in this field. Anyone who embraces this topic can prove their value by being able to precisely analyze stra-tegically important correlations and span “departmental silos.”

Dr. Frank Gehring Senior VoE Consultant

Frank Gehring attended the Universities of Würzburg and Aachen, majoring in psychology with a focus on industrial and organizational psychology. He also earned a doctorate from the University of Münster, having written his doctoral thesis on the topic of linkage analysis as a corporate management and de-velopment tool. He has over 10 years of experience in designing and conducting complex feedback and organizational development projects, and has been working as a senior consultant for tivian and Questback since 2011. His clients include Deutsche Lufthansa and Continental AG.

Stine Fjell HR Domain Expert

Before Stine Fjell joined Questback in 2014, she was head of HR at the Norwegian Nordea Bank where she was responsible for 25,000 employees in 12 countries. Prior to her career in human resources, she worked as a finance manager in investment banking for over 10 years. She has several univer-sity degrees in economics from the Norwegian School of Economics, the BI Norwegian Business School, and the London Business School.

THE AUTHORS

Linkage success factors – a checklist:

Do you have any more questions about available linkage analysis options? Then we would love to hear from you! Telephone: +49 221 271690 · E-mail [email protected]

Data protection: Survey data may only be used for their intended purpose, i.e., they may not simply be used for other analyses. Therefore: contact the legal department and data protection officers in due time (but don’t allow yourself to be discouraged!)

Anonymity: The works council also needs to be informed well in advance. Tip: define clear rules for safeguarding anonymity.

Methodology: An adequate number of data points must be available for linkage in order to perform a sound linkage analysis; the analysis structures must be compatible.

Technology: Use a common survey platform for customer and employee surveys that is capable of describing complicated organizational and analysis structures.

CHECKLISTS


Questback Central Europe

Gustav-Heinemann-Ufer 72a50968 KölnGermanyPhone: +49 221 271690E-mail: [email protected]/de

Questback (HQ)

Løvenskiolds gate 260260 OsloNorwayPhone: +47 21 02 70 70E-mail: [email protected]

Questback UK

19-21 Great Tower StreetLondon, EC3R 5ARUnited KingdomPhone: +44 207 403 3900E-mail: [email protected]/uk

Questback USA

1000 Lafayette Boulevard, Suite 207Bridgeport, CT 06604USAPhone: +1 203 690 1052E-mail: [email protected]

9442 Capital of Texas HighwayArboretum Plaza One, Suite 500Austin, TX 78759, USAPhone: +1 512 340 7359E-mail: [email protected]

ABOUT QUESTBACK LEARN MORE: Questback is the European leader in enterprise feedback management

software. We develop survey and dialog solutions for online market research, customer experience management, and HR feedback management.

Questback has grown continuously since it was founded in 2000. The company is headquartered in Oslo, Norway. Today, QuestBack has branch offices in 19 countries and more than 300 employees serving over 4,000 customers across all industries, including Volvo, Payback, Hilti, Daimler, Ikea, and Coca-Cola.

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