Conducting employee surveys is a vital tool for understanding workforce engagement, uncovering challenges, and identifying opportunities for improvement. However, the real value lies not in the data collected but in what happens next – the actions taken to address the insights. A well-executed post-survey action plan can transform an organisation, fostering trust, engagement, and long-term loyalty among employees. This post is our detailed guide for how to do post-survey action planning well.
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The two biggest causes of survey fatigue are running too many surveys and not doing anything with the survey results. It employees feel that nothing will change as a result of taking part in the survey then they simply won’t invest the time.
Yet organisations are still not great at doing post-survey action planning.
The psychology behind action planning
How action planning works is grounded in the psychology of behaviour change. The challenge is that human beings are not great at changing the way they do things.
These are some of the key principles that psychology can help with when it comes to thinking about action planning.
Implementation intentions
Research by psychologist Peter Gollwitzer shows that specifying how, when, and where actions will take place (e.g., “I will schedule a one-on-one feedback session every Monday at 10 AM”) significantly increases the likelihood of follow-through.
Applying this in post-survey planning ensures that intentions translate into actions.
Social proof and normative behaviour
People are influenced by the actions of others. Highlighting success stories within teams or departments can create a ripple effect, encouraging others to adopt similar behaviours.
Habit formation
Much of what we do is ingrained in our habits, but changing habits is difficult to do. Changes are more sustainable when they become habitual. For example, if poor communication is a recurring issue, embedding structured team meetings into the calendar ensures that it becomes a regular practice rather than a one-off effort.
Positive reinforcement
Behavioural psychology emphasises the importance of rewards. Celebrating milestones, such as reaching participation targets or successfully implementing a new initiative, reinforces positive actions and keeps momentum alive.
The key steps for effective post-survey action planning
Do it quickly
This is the main piece of advice we often give to organisations. The NHS is a great example of how not do this well – this is an exaggerated example, but based on reality!
- The NHS runs its National Staff Survey in November each year.
- The survey is open for a month at least so bang goes this year….
- It then takes several weeks for the results from all Trusts to be collated.
- Each Trust gets access to its own data sometime in February-ish.
- Trusts then get access to the data from all other Trusts in March-ish.
- Someone in each Trust then has the unenviable job of picking apart the data in a way that makes sense.
- They then have to write a ‘Board paper’ to submit to the Board for discussion.
- Board meetings probably only happen on a monthly basis so the reality is that the results are discussed in June-ish.
- Obviously the results then need to be shared more widely throughout the Trust and given some thought.
- Guess what, July-August is holidays so we will draw conclusions and think about action plans in September.
- Well, we may as well wait now as the next annual survey is due in November……
The best organisations jump on the survey results as soon as they are available (results are available the day the survey closes in our case), draw conclusions quickly and act decisively.
Communicate survey results transparently
Employees need to see that their voices have been heard. After gathering and analysing survey results, it’s crucial to communicate the findings transparently.
Share high-level findings with the workforce, highlighting both areas of strength and those requiring improvement. Use straightforward language to ensure clarity and avoid sugar-coating negative results; honesty builds trust. Transparency builds trust and demonstrates a genuine commitment to addressing employee feedback.
We recommend sharing the survey results as soon as possible. Many organisations adopt the ‘you said, we did’ approach to communicating the outcomes from surveys, but due to the length of time it takes to implement actions it can actually have less of an impact.
Instead we recommend, using a ‘you said, we heard’ approach to communicating the survey results as soon as possible. This can then become, ‘you said, we hear, we did’ later on.
Equip line managers to drive change locally
Many organisations fall into the trap of top-down action planning. Senior managers spend a lot of time on the survey results defining organisation-wide action plans before cascading them down the organisation.
There are several problems with this approach:
- it takes time.
- it can be seen as less transparent.
- survey results always vary at a local level so focussing on the organisation-wide results can lead to actions being defined that aren’t relevant to every part of the organisation.
Instead, we recommend that action planning be bottom-up. Senior managers should challenge all line managers to define action plans for their own part of the organisation.
Line managers are the bridge between leadership and employees. Provide them with the tools, training, and data they need to create tailored action plans for their teams and then hold them to account. This generates a much higher level of accountability for delivering positive change.
Involve employees in the planning process
According to self-determination theory, individuals are more likely to adopt behaviours and changes when they feel a sense of autonomy and ownership. Engaging employees ensures they feel part of the solution, increasing buy-in and the likelihood of success.
Another powerful bottom-up approach that helps with this is to use workshops and focus groups to gather ideas from employees on how to address key issues. This participatory approach ensures solutions are relevant and realistic.
Share the action plan
Sounds obvious, but you should publish a detailed action plan that includes timelines, accountability, and measurable objectives. Ensure it’s accessible to all employees and aligns with organisational goals.
Monitor progress
Set up systems to monitor the effectiveness of actions, such as pulse surveys, one-on-one meetings, and KPI tracking.
Keep employees informed about the progress of action plans. Regular updates via emails, team meetings, or internal newsletters maintain momentum and reinforce the organisation’s dedication to change. This approach also provides opportunities to gather feedback and make necessary adjustments.
Measure the Impact
Assess the effectiveness of implemented actions by:
- Using Quantitative Metrics: Monitor indicators such as reduced turnover rates or improved engagement scores.
- Gathering Qualitative Feedback: Conduct follow-up surveys to understand employee sentiments.
This evaluation helps identify successful initiatives and areas needing further improvement, fostering a culture of continuous enhancement.
Sustain momentum
To maintain engagement:
- Celebrate Milestones: Acknowledge and celebrate achievements to keep the team motivated.
- Provide Regular Updates: Keep the team informed about ongoing progress to reinforce commitment.
- Encourage Feedback: Create avenues for employees to share their thoughts on the changes implemented.
Sustaining momentum ensures that initiatives lead to lasting improvements.
What makes a good action plan?
A good action plan is more than a list of to-dos, it is a carefully designed roadmap that aligns with psychological principles of behaviour change and organisational goals.
As with everything to do with organisational development, clarity, focus and alignment are key.
A good, practical action plan should include the following elements:
Keep it simple
Many organisations try to over-engineer their action plans, thinking that more is better. Actually, a few focussed actions that everyone commits to can have more of an impact than lots of actions.
Sometimes less is more
Similarly, organisations often implement lots of new initiatives following their employee surveys. The problem is that they carry on doing the existing initiatives too! This leads to even more work and a loss of focus as a result.
Behaviour change research highlights the importance of reducing complexity. Tackling too many initiatives at once can lead to decision fatigue and inaction.Prioritise issues based on their impact and feasibility. Not every piece of feedback can be addressed immediately, so focus on actions that will deliver the greatest value to employees and the organisation.
It is sometimes as effective to stop doing things as much as it is to start doing things.
Clearly define your objectives
Clear goals align with the psychological principle of goal-setting theory, which suggests that specific and challenging goals lead to higher performance and commitment.
Objectives must be Specific, Measurable, Achievable, Relevant, and Time-bound (SMART). For example, instead of saying, “Improve team communication,” the objective could be, “Increase the frequency of team updates from bi-weekly to weekly by Q2.”
Create accountability and ownership
The psychology of accountability shows that people are more likely to follow through on commitments when they are held responsible for their outcomes.
Assign clear ownership for each action point, specifying who is responsible, what resources they need, and deadlines for completion.
Feedback loops and adapt
Feedback loops reinforce progress and help identify barriers to change. Behavioural science demonstrates that people respond positively when they see evidence of improvement and feel that their efforts are recognised.
Create mechanisms for ongoing feedback, such as quarterly check-ins or follow-up pulse surveys, to monitor progress and make adjustments.
Avoiding common pitfalls
Even the best plans can falter if:
- Too Much Is Promised: Focus on a few impactful initiatives rather than trying to address every issue at once.
- Follow-Up Is Neglected: Regularly revisit the plan to ensure progress doesn’t stall.
- Communication Breaks Down: Employees must see and feel the impact of changes to remain engaged.
In conclusion
The success of employee surveys hinges on the actions that follow. Post-survey action planning is an opportunity to transform employee feedback into meaningful organisational change.
By crafting a thoughtful, evidence-based plan and leveraging the psychology of behaviour change, organisations can foster trust, engagement, and continuous improvement. For managers, the key lies in transparency, accountability, and sustaining momentum.
With a strategic and collaborative approach, organisations can move beyond simply listening to their workforce to creating an environment where every voice truly makes a difference. This not only enhances employee engagement but also drives organisational success.