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18 Feb 2008 04:20:42 | CMOE Development Team
STRONG>THE PURPOSE OF SURVEY FEEDBACK:
In globally competitive environments, organizations are seeking
information about obstacles to productivity and satisfaction in
the workplace. Survey feedback is a tool that can provide this
type of honest feedback to help leaders guide and direct their
teams. Obstacles and gaps between the current status quo and the
desired situations may or may not be directly apparent. In
either case, it is vital to have a clear understanding of
strategies for diagnosis and prevention of important
organization problems. If all leaders and members alike are
clear about the organizational development and change,
strengths, weakness, strategies can be designed and implemented
to support positive change. Survey feedback provides a
participative approach and enables all members to become
actively engaged in managing the work environment.
SURVEY PROCESS STEPS: Identify project
plan and objectives Brief team leaders and employees about
the process Administer survey Conduct interviews and
focus groups Train leaders on facilitating team discussions
Analyze the data and construct a report Provide feedback
to leaders Team leaders conduct feedback action planning and
meetings Leaders present reports on progress and results to
Senior Management Follow-up by senior leadership to ensure
progress and accountability RESPONSIBILITY OF THE
TEAM LEADER:
Once the data has been collected and observations have been
clarified, it becomes the leader’s responsibility to familiarize
the team with the findings. Next the leader involves the team in
outlining appropriate solutions and strategies that members can
“buy into” and support over the long-haul. When leaders can
facilitate collaborative teaming and become an organizational
development and change agent, people in the team will contribute
creative ideas to enhance their work environment.
It is important for leaders to not underestimate the time and
facilitation skills needed to pass on the information and foster
an action-oriented environment. The initial meetings and
communication sessions are just the start of a development
process, not a single event. If the survey feedback is to be
effective, it must be implemented into a comprehensive strategy
that includes goals, responsibilities, time frames, revisions,
and reviews.
Prior to the action meetings, leaders need to gain a full
understanding of the survey data and begin to structure a plan
for the first meeting. Once the meeting begins, the leader
should guide the group's evaluation of the results and
development of solutions. Following the initial meeting, a
summary should be documented and action plans circulated.
Follow-up meetings are necessary to coordinate and evaluate
changes and progress. Action plans are the means of fully
utilizing the survey feedback, without it we simply have a snap
shot of where the organization is, with no plan for positive
change.
If the team feedback meeting is poorly handled, there will be
low front-end commitment on the part of the team. Of course
group dynamics will be unique in every situation, and the leader
will need to consider this as the survey data is disseminated.
Tailoring sessions to meet the group characteristics will
provide for a more effective discussion. In any case, consider a
few of these ideas: Be optimistic and excited about
the information and how it can be used to better the
organization. Verbally express positive points. Ask for
participation by all members and reinforce their openness and
contributions. Invite them to explore with you the areas
that need improvement. Be supportive and clear about action
and follow-up plans. Establish a clear commitment to utilize
the survey feedback long-term and seek further feedback from the
group.
Most importantly, help the group understand the purpose and
mission of the survey feedback As a leader, feast on the
opportunity of having clear data and truly listen and involve
members in your organizational development and change
endeavor. QUESTIONS:
About Author :
If you would like to speak with someone regarding organizational development and change, please do not
hesitate to call us at (801) 569-3444. We will be more than
happy to share our experience with you in more detail.
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