Strategic Employee Surveys

Table of contents

1. Copyright
2. Preface
3. Acknowledgments
4. The Author
5. I. Survey Design
   1. 1. Introduction
      1. 1.1. The Thesis of This Book
      2. 1.2. The Strategic Survey Model
      3. 1.3. Major Objectives for Employee Surveying
         1. 1.3.1. Employee Surveys as Warning Indicators
         2. 1.3.2. Employee Surveys as Program Evaluation Measures
         3. 1.3.3. Employee Surveys as Measures of Employer of Choice
         4. 1.3.4. Employee Surveys as Leading Indicators of Business Success
      4. 1.4. Purpose and Flow of This Book
   2. 2. Employee Surveys as Warning Indicators
      1. 2.1. Safety Issues: The Employee Survey as a Warning Indicator
      2. 2.2. Ethical Issues: The Employee Survey as a Warning Indicator
      3. 2.3. Union Vulnerability: The Employee Survey as a Warning Indicator
      4. 2.4. Summary
   3. 3. Employee Surveys as Program Evaluation Measures
      1. 3.1. The Employee Survey as a Program Evaluation Measure: Diversity
      2. 3.2. The Employee Survey as a Program Evaluation Measure: Work/Life Balance
      3. 3.3. Summary
   4. 4. Employee Surveys to Measure Employer of Choice
      1. 4.1. Employee Retention
      2. 4.2. Employee Engagement
      3. 4.3. The Drivers of Employee Engagement
      4. 4.4. How Does Employee Engagement Relate to Business Success?
      5. 4.5. Implications for Survey Content
      6. 4.6. Summary
   5. 5. Employee Surveys as Leading Indicators
      1. 5.1. The High Performance Model
      2. 5.2. Implications for Survey Content
      3. 5.3. Case Study 1
      4. 5.4. Case Study 2
      5. 5.5. Case Study Discussion
      6. 5.6. Summary
   6. 6. Merging Employer-of-Choice and Leading-Indicator Survey Purposes
      1. 6.1. The High Performance–Engagement Model
      2. 6.2. Validation of the High Performance–Engagement Model
         1. 6.2.1. Step One: Establishing the Relationship of the PEI and the EEI to the Outcome Indicator
         2. 6.2.2. Step Two: Establishing the Additive Power of PEI and EEI in Predicting Organizational Financial Success
         3. 6.2.3. Step Three: Establishing the Interactive Power of PEI × EEI in Predicting Organizational Financial Success
      3. 6.3. Implications of the High Performance–Engagement Model on Survey Content
      4. 6.4. Summary
6. II. Survey Follow-up
   1. 7. An Overview of Survey Feedback and Action Planning
      1. 7.1. Step One: Understand Results
      2. 7.2. Step Two: Establish Priorities
      3. 7.3. Step Three: Communicate Results and Priorities
      4. 7.4. Step Four: Clarify Priorities
      5. 7.5. Step Five: Generate Recommendations
      6. 7.6. Step Six: Develop and Implement Action Plans
      7. 7.7. Step Seven: Monitor Progress
      8. 7.8. Summary
   2. 8. Setting Goals for Improvements in Survey Results
      1. 8.1. Practically Significant Changes in Survey Results
      2. 8.2. The Gap Closure Method for Goal Setting
      3. 8.3. The Behavior Change Index Methodology
      4. 8.4. Summary
   3. 9. Sustaining Change
      1. 9.1. Summary
   4. 10. Final Thoughts
      1. 10.1. Summary of Part One
      2. 10.2. Summary of Part Two
      3. 10.3. More Data
      4. 10.4. Final Messages
7. References