Washington, D.C.—Feb. 25, 2010—Leadership IQ’s latest white paper recommends companies rethink the way they conduct employee engagement surveys: ask appropriate questions, train managers and promptly release survey results.
“The Right Information, With the Right Training, at the Right Time” is the second white paper in the two-part Making Employee Surveys More Effective Series that describes common problems in employee engagement surveys. The content is based on best practice discoveries that researchers at Leadership IQ have made over the past two decades.
The white paper cautions against:
• Asking questions about problems that can’t readily be fixed (e.g., ‘Do you have a good friend at work?’);
• Not providing managers with the specific skills needed to address the problems uncovered by the survey;
• Waiting longer than 28 days before sharing results of the survey.
These and other insights are shared in the best-selling book Hundred Percenters: Challenge Your Employees to Give It Their All, and They’ll Give You Even More, by Leadership IQ’s chairman and chief executive officer, Mark Murphy.
“An employee survey isn’t just about making employees feel like they’re heard or included,” said Murphy. “The goal is to take action based on survey data to create a Hundred Percenter workforce: employees who will willingly drip blood, sweat and tears to achieve difficult tasks and further business objectives.”
Leadership IQ offers an employee survey program called the Hundred-Percenter Index. The index takes companies through employee surveys best practices that will elicit the discretionary effort, engagement and commitment of employees.
This second installment follows on the heels of the hugely popular first half of the series, “Why 5-Point Scales Don’t Work—and Other Problems With Employee Surveys.” To read “The Right Information, With the Right Training, at the Right Time,” visit http://www.leadershipiq.com/employee_survey_whitepaper_part2.html.
About Leadership IQ
Leadership IQ provides leadership training, best-practices research and employee surveys, primarily serving Fortune 500 companies. The organization focuses training and research on management and executive performance, workforce issues, negotiations, strategic planning and customer service. Leadership IQ is headquartered in Washington, D.C., with regional offices in Atlanta, Ga., and Westport, Conn. For more information, visit www.leadershipiq.com.
Heath Davis Havlick
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