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Action Planning - A Critical Component of Successful Employee Surveys
Both extensive research and Insightlink's own experience with clients have demonstrated that, after an employee survey has been conducted, employees are much more interested in seeing action taken than they are in seeing the results of the employee survey. In fact, employee surveys have little or no value if nothing is done to make improvements at the organization.
This is why successful action planning is a critical component of successful employee surveys. Insightlink is committed to providing our clients with the tools and help they need to create effective Action Plans that are designed for their organizations specifically. For this reason, we are pleased to announce the publication of the Insightlink 4Cs Survey Feedback and Action Planning Workbook.
If you are interested in receiving a copy, please contact us at 866-802-8095 ext. 705 or email us at
for more information.
The Steps to Successful Action Planning
As summarized in the Workbook, the key steps to take following any employee survey are to:
Guidelines for Data Analysis
- Review your Insightlink 4Cs survey results yourself and with senior management in order to understand the main themes from your employee survey, identify the key strengths of your organization and the primary opportunities for improvement.
- Share a summary of the results with your employees, both to give them a "heads up" that their voices have been heard and to prepare them for the action planning to follow. Since all employees should attend an Employee Survey Feedback Session, make sure that you hold enough sessions to accommodate for different schedules, locations, etc.
- Name a coordinator (usually someone in HR) who is responsible for the Action Planning process, in addition to naming sponsors and/or Task Forces for each of the major issues addressed in your Insightlink 4Cs report.
- Set clear and specific goals for improvement at your organization. Depending on the size of your organization, you may need to set goals both at the corporate level as well as at individual department, site or functional unit level.
- Create an effective and workable Action Plan to achieve those goals, including establishing a concrete time frame for implementation. If your organization is large enough, your organization should develop both a Corporate plan and separate department/site/functional unit plans.
- Communicate the applicable Action Plans to your employees, which not only prepares them for the changes that will be taking place but also establishes accountability within the Action Planning process.
- Monitor and measure progress at achieving the goals in the Action Plans on a regular basis and celebrate successes as they occur.
- Conduct regular follow-up employee surveys in order to evaluate the overall success of your Action Plans and to establish additional opportunities for improvement.
All Insightlink 4Cs reports include "quantitative" results, which are the responses to all of the rating scales (such as "extremely satisfied," "very satisfied," somewhat satisfied," "not very satisfied" or "not at all satisfied") in your employee survey, and "qualitative" or "open-ended" results, which are the written comments made by your employees on questions such as what they like best about working at your organization.
Some guidelines for analyzing your 4Cs quantitative results are to:
- Look for the general patterns and trends in your results and take note of the consistencies (i.e., are the issues raised in the open-ended comments also corroborated in your quantitative results?)
- A good starting point is the overall level of job satisfaction at your organization - this single score will have an impact on many of the other measures in your employee survey. Our experience with employee surveys is that organizations should target having an overall "top two box" satisfaction score of 65% because this is the point at which organizations really start seeing the benefits of an engaged and committed workforce.
- Remain objective when reviewing your results and avoid analyzing them "defensively." Don't try to "explain" the negative findings away. Rather, it is critical to work to understand what is driving those negative results.
- Use the Insightlink industry and national norms judiciously. Remember that benchmark norms are simply "averages," not guidelines, and are useful primarily for giving context to findings. For example, if the overall job satisfaction at your organization is 62%, it is useful to also know that your industry benchmark is 55% and the national average is 56%.
- Record both the strengths and the weaknesses at your organization or, if applicable, within your own department, site or functional unit. In addition to addressing the weaknesses, you also need to acknowledge, celebrate and maintain the strengths.
At Insightlink, we use "top two box" scores on many of the scale measures as a useful and effective method for summarizing substantial amounts of employee survey data. Here is a useful framework for interpreting "top two box" results:
90% or more = A highly meaningful favorable response
75% - 89% = A very meaningful favorable response
65% - 74% = A somewhat favorable response
35% - 64% = A result that requires further study and context
25% - 34% = A somewhat unfavorable response
10% - 24% = A very meaningful unfavorable response
Less than 10% = A highly meaningful unfavorable responseThis framework is for guidance only. When reviewing your own Insightlink 4Cs employee survey findings, you also need to compare your results with the relevant industry benchmarks. For example, you may not be surprised to learn that overall satisfaction with pay among all employees is much lower than overall satisfaction with their jobs!
Analysis of Qualitative/Open-Ended Responses
While open-ended questions provide an opportunity for self-expression, the analysis of such questions is difficult. However, open-ended responses can really help you understand your quantitative Insightlink 4Cs employee survey results.
When reading through the comments made by your employees, it is important to look for main themes and to pay attention to the ideas and comments that are repeated, rather than focusing on the outrageous "extremes" or "outliers." Also, watch for good suggestions and specifics to help you better understand your opportunities for improvement and never try to guess the author of a comment or use comments for reprisals. It is essential that all employee comments are and must remain anonymous.
Effective Goal Setting
Goal setting is critical to successful action planning, since effective Action Plans cannot be established without knowing the end result you want to achieve. In deciding what goals to set for your organization and/or your own department, site or functional unit, ask yourself:
- Which issues are in your control to change?
- What resources do you and/or your organization have available in order to resolve the issue?
- How long will it take to correct the issue?
- How will implementation of the proposed solution provide value to your employees?
All goals established for Action Plans should be divided into three categories:
- Short-term "quick fixes" that can be implemented immediately.
- Medium-term objectives that can be achieved in 2-3 months.
- Longer-term goals that are more ambitious and likely require 6 months to a year to achieve.
Also, you should record the goals that cannot realistically be handled at the site level or cannot be tackled at this time. You need to let your employees know what these goals are and why they cannot be addressed at this time.
Goal Setting Prioritization
Each goal set should be analyzed via S.M.A.R.T. before it can be incorporated into an Action Plan:
- S PECIFIC - For each goal you set, you need to answer: Who? What? Where? When? Which? Why?
- M EASURABLE - You must set concrete criteria for measuring your progress toward the attainment of each goal.
- A TTAINABLE/AGREED-UPON - You are unlikely to meet goals that are too far out of your reach but, at the same time, a goal needs to stretch you and your site so you feel you are committed to achieving it.
- R EALISTIC - All goals must represent an objective toward which you (and your organization) are both willing and able to achieve.
- T IME DEFINED - All goals must be linked to a specific time frame.
Establishing a Target for Overall Job Satisfaction
One of the key goals of any action plan should be to increase overall job satisfaction, since the impact of higher job satisfaction extends beyond employee attitudes to affect such factors as lower employee turnover, greater operational efficiency, higher customer satisfaction and even improved financial performance.
Projecting the impact of your Action Plan(s) on overall job satisfaction needs careful consideration. Setting too low a target may diminish the potential returns, while an unrealistically high goal can lack credibility and affect confidence in the survey process.
Based on Insightlink's experience, overall job satisfaction increases an average of 7 percentage points between surveys. This result can be used as the basis for establishing your own anticipated increase.
Tips for Successful Action Planning
Action Planning refers to the steps, tasks and processes involved in implementing sustained change at an organization based on employee survey results and needs to be the follow-up step after (1) an employee survey has been conducted at an organization and (2) the employee survey data has been collected, analyzed and summarized.
To ensure successful Action Planning, you should:
- Identify the key issues at your organization that need attention and set goals to address these issues - What are the potential causes of the problems at your organization? What are your organization's key opportunities for improvement? What changes can you implement immediately? What are your medium- and longer-term goals?
- Establish a series of individual action items - What specific action steps will you put in place to achieve each of your goals? What is your plan of action?
- Communicate the plan to your employees - How will you let employees know what your plan is and that the plan came about after listening to their input?
- Implement the Action Plan and institute regular follow ups - How will you put your plan in place? How will you know if it is effective?
While the planning stage is important, the real key to make action planning successful is ACTION. The implementation of Action Plans is critical if you want to see improvements in overall results at your organization.
Action Planning should be conducted in a timely manner. On the one hand, you should not react so quickly when you get your employee survey results that you cannot give careful consideration to the planning process but, at the same time, you need to avoid taking so much time as to lose momentum. It is essential to ensure that your employees do not believe that their participation in the survey process was in vain.
Furthermore, the best organizations communicate their progress and successes to all employees at every step of the process. Not only are Action Plans implemented but employees also know that the actions taken link directly back to the results of the employee survey. This approach helps to ensure that employees clearly recognize the value of participating in an employee survey.
When preparing your Action Plan(s), you need to decide the following for each action item you select:
- Decide on the steps to take, target dates and metrics for determining success.
- Identify potential team members who could help with the development and implementation of your action plan.
- Obtain buy-in from other key stakeholders.
- Manage employee expectations by setting boundaries on what can and cannot be done at your organization or within your department, site or function unit - say "no" when necessary but provide a reasonable rationale for the negative response.
- Share your Action Plan with all employees at your organization or within your department, site or functional unit.
- Describe why and how the solutions should improve the work environment.
- Model the behavior you are working to improve.
Employee Focus Groups
Employee focus groups are one of the tools available to help get additional input and feedback from employees, including recommendations for change. Focus groups, however, should only be used for collecting information and ideas from employees and should not be used to provide information to them.
The primary benefits of employee focus groups are that they can help you:
- Get additional clarity to your survey results.
- Understand the root causes of underlying problems.
- Hear suggestions for improvements from those who live with the key issues day-to-day.
- Determine and prioritize the opportunities, especially in terms of deciding what changes are likely to have the most impact on employees themselves.
Call us at Insightlink at 866-802-8095 ext. 705 or email her at
if you want to receive more information on Employee Focus Groups.
Preparing Action Plans
Since no individual can be responsible for all aspects of the Action Planning process, we strongly recommend recruiting individual Task Forces for each of your organization's major opportunities for improvement. Task Forces can be a very effective method for both designing and implementing Action Plans.
The goal is for Task Force members to work together as a team over a few months to:
- Create an Action Plan, including specific action items designed to address the key opportunities,
- Share the plan with all employees at either at the organization as a whole or at their department/site/functional unit,
- Work to implement each of the action items, including monitoring the progress on each item, and
- Help to assess success for each action item at the end of the process.
The anticipated time commitment from Task Force members is generally about 5 hours per month over a 3-6 month period.
Ideally, look for Task Force team members who:
- Are able to devote the necessary time to the process.
- Possess the skills needed to assist in developing solutions, especially those with special expertise in the areas of concern.
- Are highly creative/articulate individuals, who are more likely to come up with "out-of-the-box" solutions.
- Are people with high energy and enthusiasm, who tend to get things done and keep others excited.
- Have good teamwork skills.
- Are able and willing to implement the necessary corrective actions.
Each Task Force should hold regular Action Planning meetings, which should focus on setting goals and deciding on viable action items. Some useful tools and tips for effective goal setting are:
- Brainstorming: Encourage diverse ideas and don't censor any suggestions. Record all the ideas given and potential solutions offered, since even the strangest suggestion may represent the "germ" of a worthwhile solution. "Good" ideas are the end product of a process of evolution that usually starts with ideas that are flawed … often seriously. (Idea Generation)
- Strategizing: Take the opportunity to "grow" flawed ideas by identifying the positives, including 1 or 2 advantages that are not immediately obvious. At this stage, both wishes and concerns are powerful sources for raising the ceiling on ideas. (Appraisal that Adds Value)
- Removing Barriers: Start to tailor and transform the idea to keep the positives while eliminating the flaws. (Tailoring and Transforming)
Each Task Force needs to be responsible for producing a written Action Plan that specifically outlines what specific action items will be implement to address the goals agreed to by the Task Force.
For this step, each action item needs to include the following:
- Completion Target Date - Target dates are dependent upon your best estimate of when the action steps will be completed. They can range from almost immediate for the "quick hits" to very lengthy for more serious issues.
- Responsibility - Every action plan should have an "owner," who is accountable for the outcomes and the final results.
- Updating - It is essential to regularly update your Action Plans, so that you, your stakeholders and your employees can see the progress being made. Recognize, though, that circumstances may require you to change your time line because of new discoveries or unidentified barriers.
- Share Best Practices - Learn from your colleagues on what has worked well or not so well with their Action Plans.
Tips for Successful Action Plan Implementation
Once Action Plans have been prepared and approved, the implementation process needs to be carefully monitored and assessed.
Some thoughts to consider when implementing Action Plans are:
- Do not simply delegate the implementation to others and disengage from the process. The key stakeholders must be involved every step of the way.
- Hold "update" meetings throughout the year to report on progress to your employees and to help keep the lines of communications open.
- Show your continuous commitment to improving employee satisfaction but recognize that changes do not happen overnight. Let your employees know that you are listening to them and acting on their feedback.
- Whenever possible, link the specific actions that are taken back to the findings of the survey.
Communicating Action Plans
Accountability is one of the most crucial ingredients when implementing Action Plans. Without accountability for implementing each Action Plan, little or no organizational change will occur. Employees often experience a sense of chaos and uncertainty when their organization makes changes to its current systems and practices, even when those changes are meant to improve the overall work environment. As a result, it is critical to create a communications strategy in conjunction with your Action Plan and to designate a person responsible for implementing the communications plan.
Once an Action Plan is set, the plan sponsor and/or the applicable Task Force should host meetings with the qualified employees to present and discuss the Action Plan. These meetings should focus on three simple topics:
- The actions to be taken immediately and by whom.
- The actions to be taken in the medium- and longer-term, and the parties responsible for these actions.
- Employee recommendations or expectations that cannot be implemented (at least over the short term) and the reasons why the organization cannot meet these expectations at this time.
As the implementation process unfolds, it is also important to send periodic updates to employees regarding the status of each major Action Plan item. This communication will lend additional credibility to the survey process by reminding employees that the ideas, suggestions and concerns they expressed were clearly heard and are being acted upon. Just as important, this periodic communication will increase the accountability of those responsible for carrying out the Action Plan.
It is important that employees recognize the value of their participation in the survey process by regularly seeing both improvements and progress reports. Remember to share successes so that organization-wide communications can reinforce everyone's efforts and contributions to the process.
Measuring Results and Celebrating Successes
You can monitor and quantify the progress and success of your Action Plan by measuring employee perceptions of the changes within the organization. Typically, this is conducted through a follow-up, "post wave" employee survey, instituted between 12 and 24 months following the previous survey.
At the same time, it is important to celebrate the achievement of milestones in implementing Action Plans. Regularly recognize the effort and good work that people put in to make change happen. Celebrate results not only in employee communications but also by acknowledging achievements publicly, such as hosting a pizza party with the Task Force or by finding ways to incorporate these achievements within your organization's Employee Recognition Program.
For more information about Employee Survey Action Planning or to learn more about Insightlink's 4Cs Action Planning Workbook, please call us at 866-802-8095 ext. 705 or email
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Did you know?
Our repeat clients who have used our 4Cs Action Planning Workbook average a 7% increase in overall satisfaction on follow-up employee surveys.
Employee surveys are a low cost investment in the success and profitability of your company. Research shows that companies with higher levels of employee satisfaction financially outperform their peers.
What promotes employee engagement? Interesting work. No one wants to do the same boring job over and over, day after day. And while any job will always require some boring, repetitive tasks, everyone should have at least a part of their job be of high interest to them.
Information. Information is power, and employees want to be empowered with the information they need to know to do their jobs better and more effectively. And, more than ever, employees want to know how they are doing in their jobs and how the company is doing in its business. Open the channels of communication in an organization to allow employees to be informed, ask questions, and share information.
Involvement. Managers today are faced with an incredible number of opportunities and problems and, as the speed of business continues to increase dramatically, the amount of time that they have to make decisions continues to decrease. Involving employees in decision making, especially when the decisions affect them directly, is both respectful and practical. Those closest to the problem typically have the best insight as to what to do. As you involve others, you increase their commitment and ease in implementing new ideas or change.
Independence. Few employees want their every action to be closely monitored. Most employees appreciate having the flexibility to do their jobs as they see fit. Giving people latitude increases the chance that they will perform as you desire - and bring additional initiative, ideas, and energy to their jobs.
Increased visibility. Everyone appreciates getting credit when it is due. Occasions to share the successes of employees with others are almost limitless. Giving employees new opportunities to perform, learn, and grow as a form of recognition and thanks is highly motivating for most people.