Taking action on employee feedback

4 Lessons 10 minutes completion time

What you'll learn:

We’ll cover how to communicate with your team and build an action plan to address concerns around employee engagement.

Understanding and communicating results


Analyzing objective people data uncovers issues that aren’t obvious, which allows you to quickly and effectively take action. That’s why understanding this data is so vital. But with so much data at once, where do you start? Now that you have the results, break them down by four factors: 
Magnitude, Relevance, Breadth, and Repetition.

• Magnitude – how big of an impact is each response making?

Let’s say the response “I feel respected by the people I work with” comes back and your team’s engagement score is much lower than your organization. For the organization it might not be a big deal but as a manager on this team, you’ll need to address why there is a large discrepancy.


• Relevance – is a suspected problem really affecting business outcomes or employee welfare?

If not, tackle others first and circle back to this one later. You should also consider your audience. For example, is this something that only lower performers are struggling with. If so, it might not be the issue to tackle right away if there are others affecting high performers.


• Breadth – how widespread is this problem?

An average employee engagement score may not be concerning if it reflects a small percentage of the overall company, but if 90 percent of employees are less engaged than you’d like, this may be a systemic problem.


• Repetition – have these results occurred before?

Look at your data and try to find repetition. Look for patterns or a theme. Is this a problem that happens again and again? If so, you’ll want to figure out the “why” and address it.


Take the time to review each question and determine where your strengths and blindspots are based on those four factors. Now it’s time to discuss with the team. Be prepared to show the results, but don’t insist on which topic needs to be addressed. These meetings should be more of a discussion rather than an announcement. Ask the team to share honest feedback about the results. This conversation will lead to the underlying factors that make up why your team might be engaged or disengaged in various areas. Remember, don’t get caught up in the numerical values of your scores. You’re reviewing these results to help facilitate a dialogue with your team to identify where to start.

Fight the urge to come up with action items right away during this initial meeting. Although it may be tempting to try and fix everything, this just isn’t possible. It also shouldn’t be the main focus right now. Your main objective is to bring awareness to not only the concerns identified in the survey but also any positive feedback.

Let software do the work:

If you have a tool like PI’s Employee Experience Survey, you’ll even get clear insights into what survey questions had a higher impact on engagement and how your team feels in comparison to the overall organization.

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