What’s the biggest mistake people make when using surveys?
A. They ignore the data and take no visible action. That’s not necessarily the company’s fault. Too often survey results arrive in a gigantic binder that simply can’t be turned into a sensible action plan. I eliminate this obstacle by keeping the survey focused on important problems: high turnover, low productivity, or too few staff development opportunities, for example. Then, I return streamlined reports that answer the question, “What do we need to do next to keep our people, make them more productive, and develop them for advancement?
