Can We Talk?
In personal relationships, we ask an honest question, we get an honest answer. That’s what we hope anyway. At work, it’s a little different. More people, more personalities, more layers to muddle through. But the questions are still worth asking, though likely in a more official way. Surveys,
for example, are an ideal way to gather data about a specific topic and can help you gauge employee attitudes and perceptions about everything from your leadership style and business practices to their individual satisfaction with workplace environment and culture. But depending upon your company and its needs, you need to weigh the pros and cons of Anonymous vs Attributed. Both approaches have advantages and disadvantages that each company needs to think about before finalizing a decision on the right approach. Who are You?
Many employees are reluctant to discuss their true feelings about their jobs for fear they’ll be criticized, reprimanded or terminated. One advantage of an anonymous survey is that you can get honest and insightful feedback about topics employees might not be comfortable bringing to you in person. This is especially valuable if the survey asks pointed questions and provides room for employees to expand on their responses or comment in greater detail. Anonymous surveys have the advantage of transparency; organizations using this approach can assure employees that the only data collected is the data the employees choose to share. Employees will sometimes speak more candidly when they know their responses can’t be tied back to them…it’s just human nature. Using PoPin, especially in Anonymous mode, allows senior executives to get everyone’s perspective on a subject without the associated politics and typical filters which can limit access to information at all levels. Oh, I know you.
No surprise here, but many executives are fans of attributed (i.e., accountable) surveys.
We see much more direct input from usually silent sources. This is ideal when you’re working on product and service roadmaps and need to assign ACTION items. And with a POPin session, you’ll ensure you only focus on the right priorities at the right time. Our experience shows that there’s much greater buy-in through active engagement.
These engaged employees are more productive, they’re better with the customers, and they increase the bottom line. Because what we’re really after are team members who care as much about the business as the owner (CEO) does. Employees have a deeper sense of ownership and the team walks away with actionable ideas instead of social noise and ideally, you’ve established a vehicle for on-going participation. A blended approach.
From a “best practices” perspective, we’ve found the hybrid approach is a natural winner. In this case you start the open ended first session as anonymous to gain insight from all sources regardless of organizational placement or tenure. Then subsequent session designed dot uncover the specific pitfalls of execution are run as accountable to get deeper buy-in and solid the critical success factors.