Lots of companies turn to many types of surveys to gauge their staff’s attitudes and opinions about the workplace. Conducting a company survey is the first step in gaining insights into your workforce’s needs, morale, and potential improvement areas.
But, effectively sharing those results across the organization is just as crucial. When it’s handled well, it offers each employee the chance to engage with the data and translate it into meaningful action.
However, every employee may not interact with or benefit from the same information. That’s why knowing how to share results with leadership, department managers, and the broader company is integral for fostering outcome-focused conversations around the results.
Segmenting the Workplace into 3 Levels
Understanding the different levels within your organization will help you effectively follow up by sharing your survey’s results. Each level has unique perspectives, responsibilities, and interests. Tailoring communication based on these distinctions helps maximize the chances the results will resonate and drive positive action.
The 3 levels that make the most sense are leaders, team/department managers, and the broader workforce.
Leaders
- Who are they? Executives, C-suite members, and senior management who shape the company’s strategy and direction. They make high-level decisions that influence the organization’s future, from financial investments to cultural initiatives.
- What do they care about? Leaders focus on the big picture and long-term goals. They keep an eye on revenue, profitability, and growth.
- What do they want to know? This segment is keen on survey data that highlights key strengths and critical challenges, along with trends over time and benchmarks that can inform competitive positioning. They value insights that support a thriving workplace culture aligned with company values.
Team/Department Managers
- Who are they? Team and department managers that oversee day-to-day operations. They guide their teams toward achieving specific goals and aligning their departments with company objectives. They’re the direct link between leadership and employees, playing an important role in shaping the work environment.
- What do they care about? This segment cares deeply about their team’s morale, productivity, and employee engagement. They want to understand the specific pain points, motivational factors, and dynamics that impact their teams. Managers and team leaders typically focus on workload, recognition, and gaining support from leadership.
- What do they want to know? Managers are interested in results that specifically affect their department or team. Data that can guide meaningful changes is top on their list. Comparative data with other teams or departments can also be valuable in helping managers understand how they’re performing in relation to the company as a whole.
The Broader Company
- Who are they? This group includes the larger employee population. These folks contribute to the organization’s day-to-day work. They’re the ones directly impacted by company policies, workplace culture, and any changes in management practices or strategic initiatives.
- What do they care about? Employees at this level are most concerned with factors that affect their work experience, growth opportunities, and well-being. They also pay close attention to their work-life balance, job security, and organizational support. They want to feel heard and valued. It’s important that leadership acknowledges their feedback and is committed to addressing issues that matter to them,
- What do they want to know? The broader company employees want transparency in survey results. They’re less interested in data specifics and more focused on understanding how their voices have impacted decisions and led to positive changes. Employees appreciate clear, relatable communication that shows the company’s commitment to improvement and inclusivity.
Sharing Survey Results with Leadership
The big kahunas are in charge of steering the ship. This group of employees is all about the big picture. They’re elemental in translating survey results into actionable strategies that align with the company’s vision and goals.
The results should be shared promptly and discussed with a goal-oriented mindset. This approach allows leadership to make informed decisions that drive progress toward long-term objectives.
What to Share
Leadership should receive a comprehensive overview of the survey results. This should include:
- Key metrics.
- Benchmarks.
- Areas of strength.
- Immediate concerns.
- Trends that impact strategic goals, company culture, and long-term planning needs.
- A summary of employee comments (that are anonymous) provides context beyond the numbers.
When to Share
Send the results to leadership as soon as they’re compiled. Moving quickly (but still be thorough) ensures they remain timely. A preliminary briefing a week after the survey closes is ideal. Follow up with a more detailed meeting two weeks later once a deeper analysis is available.
How to Turn Data into Productive Conversations
Encourage leadership to approach survey results with an outcome-oriented mindset. Facilitate discussions that focus around identifying strategic areas for improvement, like enhancing employee well-being or adjusting development programs.
To help leadership connect the survey results with concrete actions, frame questions like:
- What immediate actions can we take?
- How can we incorporate this feedback into our strategic goals for the year?
- Are there specific departments or teams where we can pilot improvements based on this feedback?
- What resources or support will be necessary to address these areas effectively?
- How will we measure progress and success on actions taken in response to this survey?
Sharing Survey Results with Team Leaders and Department Managers
As the “bridge” connecting leadership and employees, this employee group needs targeted information that reveals specific strengths and areas for improvement within their departments.
What to Share
Managers and team leaders can improve employee satisfaction through the feedback process. They should receive data pertinent to their departments, like:
- Team-specific feedback.
- Overall engagement levels.
- Relevant benchmarks.
- Insights that compare how their department/team aligns with company averages or other departments can also provide valuable context.
Break down results into actionable insights that highlight areas for improvement specific to each team’s performance.
When to Share
Department managers should receive this information within a few weeks of the survey’s close. This allows time to focus and discuss the results. Consider rolling out these results in a manager’s meeting. Each department’s data should be presented and discussed openly, setting the stage for collaborative goal setting.
How to Turn Data into Productive Conversations
Managers can use survey insights to frame one-on-one and team discussions. Turn survey findings into team-driven action plans by asking questions like:
- What changes would help us perform at our best?
- What support do we need to address this feedback?
- What recent changes have had a positive impact, and how can we build on those?
- What actions can we take as a team to align more closely with our department’s goals and the company’s mission?
Establishing quarterly check-ins to review progress on actions taken based on survey feedback can make these discussions stay outcome-focused and relevant.
Sharing Survey Results with the Broader Company
Radio silence after a survey can make workers feel like they wasted their time answering. It can decrease their engagement and make them less likely to participate in the future. Employees want to see how organizations value their feedback and use it to drive meaningful changes. Fostering a transparent, inclusive culture requires sharing survey results openly.
What to Share
For the broader company, transparency is key. Share:
- High-level findings and overarching themes.
- A commitment to addressing specific areas of concern.
- Positive highlights that reinforce areas of strength and help maintain morale.
- Key takeaways that can be related back to company values.
- Most common or impactful suggestions for improvement.
When to Share
Share the results with all employees in 3 to 4 weeks after the survey. This gives leadership and managers time to align their key messages and action plans. Host a town hall meeting and openly present the results, followed by a Q&A session. Encourage everyone to participate.
How to Turn Data into Productive Conversations
Use survey results as a conversation starter. Invite employees to contribute ideas on how to improve. These questions can help break the ice:
- What are some practical changes we could make to address the key areas identified in the survey?
- Which of the highlighted strengths do you think we should build upon further?
- What additional support or resources would help us address the areas needing improvement?
- What else can leadership do to make sure your feedback feels valued and acted upon?
Open multiple feedback channels like digital suggestion boxes or regular listening sessions to let employees propose solutions or voice concerns. It’s also a good idea to set a follow-up meeting a few months later to revisit the survey feedback, celebrate progress, and adjust action plans (as needed).
Get tips, industry benchmarks, strategies to boost scores, and more!
Close the Survey Loop by Communicating Results to Your Workforce
Effectively sharing survey results with every employee level fosters transparency, coaxes valuable conversations, and drives meaningful change. By using the right message and summarizing and sharing the survey results through multiple channels, organizations involve everyone in the process.
Remember, sharing survey results effectively is just the beginning. Following through and showing employees that their input matters set the stage for a more engaged and better-aligned workplace.
