> For the complete documentation index, see [llms.txt](https://docs.talentmap.com/knowledge-base/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://docs.talentmap.com/knowledge-base/managers-and-leaders/talk-with-your-team/communicating-results/results-communication-templates.md).
# Results Communication Templates
Copy, edit, and send these messages to tell your staff, your board or council, and your leaders what your survey found and what you're doing about it. Asking for feedback sets an expectation that you'll act on it, so keep telling people what's changing until your next survey.
{% hint style="info" %}
**Managers have their own note.** To get each manager their team's report and a short guide to sharing it, see [Share Results with Your Managers](/knowledge-base/reports/compass-reports/general/share-results-with-your-managers.md).
{% endhint %}
***
## When the survey closes
Send a short note the week your survey closes, before you have results to share. It thanks people and tells them more is coming.
Template: the survey has closed
**Subject:** Thank you for taking our employee survey
Hi everyone,
Our employee survey closed on \[date]. Thank you to everyone who took part. \[Response rate]% of you shared your views.
We're reviewing the results now. You'll hear what we learned, and what happens next, by \[date].
\[Name, title]
***
## Share the results with all staff
Thank people, give the response rate, say what you heard, and say what happens next. Keep it to the highlights.
* **Start with strengths.** Then name the areas that need work.
* **Show this year's scores, not the changes.** A page of declines with no explanation can look alarming, even when the differences are small.
* **Name what you can't change, and why.** See [Responding to Feedback You Can't Act On](/knowledge-base/managers-and-leaders/talk-with-your-team/communicating-results/responding-to-feedback-you-cant-act-on.md).
* **Say where their input goes next.** For example, team meetings with their manager, or a suggestion box.
Template: all-staff results summary
**Subject:** What you told us in our employee survey
Hi everyone,
Thank you for taking our employee survey. \[Response rate]% of you took part.
**What's working**
* \[Strength, with its score]
* \[Strength, with its score]
**Where we need to do better**
* \[Area, with its score]
* \[Area, with its score]
**What happens next**
* Over the next \[few weeks], your manager will share your team's results and ask for your ideas.
* By \[date], our leadership team will choose our priorities and tell you what they are.
* We'll update you on progress every \[quarter].
**What we heard that we can't change right now**
* \[Topic]: \[the reason, in one sentence]
\[Name, title]
***
## Brief your board or council
Give your board or council the high points. Board slots are usually short, so plan for about 5 minutes: how the survey ran, the overall result, and where you'll focus.
* **Decide beforehand what they see.** A short summary, not the full report or the heatmaps.
* **Keep them informed, and keep the actions with management.** They hear what you're doing. Choosing and running the actions is management's job.
TalentMap can also present your results to your board. See [Additional Presentations](/knowledge-base/your-managed-survey/step-6-discuss-clarify-and-plan/talentmap-survey-results-presentations/additional-presentations.md).
Template: board or council summary
**Employee survey results: summary for \[board or council]**
* **About the survey:** run \[month, year] by TalentMap. \[Number] staff invited, \[response rate]% took part. Results are only reported for groups large enough to protect confidentiality.
* **Overall result:** engagement \[score]% favourable. \[Comparison to the benchmark or your last survey, if you have one.]
* **Strengths:** \[1 or 2]
* **Areas to work on:** \[1 or 2]
* **What management will do, and when we'll report back:** \[summary and date]
***
## Close the loop: you said, we did
Keep linking the survey to what changes, all the way to your next survey. People forget, new staff join, and some changes take months.
* **Send an update at least once a quarter.** For example, at month 3, month 6, and month 9.
* **Use the same frame every time:** here's what you said, here's what we did.
* **Count the decisions the survey sped up or confirmed.** If the survey helped you decide, say so, even when the plan was already under way.
* **Ask your leaders what the survey influenced.** Busy leaders forget to report it.
* **Include small changes.** A quick win shows staff their feedback counted.
* **Say what you didn't do, and why.**
* **Make it a standing agenda item** for your leadership team and in team meetings, so updates don't depend on memory.
* **Use the channels you already have:** your newsletter, intranet, town halls, and team meetings. Invite a manager and their team to share what changed for them.
Template: you said, we did update
**Subject:** Survey update: here's what you said, here's what we did
Hi everyone,
In our \[month, year] survey, you told us \[what you heard, in plain words]. Here's what's happened since.
**You said:** \[theme]\
**We did:** \[action, with date]\
**Next:** \[what's coming, and by when]
\[Repeat for each priority.]
**Still in progress:** \[a slower change, and where it stands]
**What we can't change:** \[topic, and why]
Your next update is in \[month].
\[Name, title]
***
## If you present the results yourself
Use these notes when you present results without a TalentMap consultant, for example to your leadership team or at a town hall.
### Before you present
* **Read the comments, not only the scores.**
* **Check which differences are big enough to mention.** See [Which Differences Matter](/knowledge-base/managers-and-leaders/read-your-results/survey-results.md#which-differences-matter).
* **Fit the detail to your time.** With a short slot, cover the overall results, your key drivers, and a few positive comments.
### Speaker notes for each slide
* **Response rate:** Say how many people took part, and thank them.
* **Engagement:** Engagement is the overall reading of how people feel, like a thermometer. You don't act on it directly.
* **Key drivers:** These areas have the strongest link to engagement. Acting on them is most likely to make a difference.
* **Strengths:** Thank people for them. Don't take personal credit.
* **A score that dropped:** Give the number and the context. Say "percentage points", and skip "statistically significant" with a general audience.
* **High neutral scores:** A large neutral share often means people don't have enough to go on. Newer staff, and questions about senior leaders people rarely work with, tend to draw more neutrals. Questions about how long people plan to stay draw more neutrals in almost every organization.
* **Next steps:** Say what happens next and when. Don't ask for reactions yet. People need a few days with the results first.
***
## Related Articles
* [Communicating Results](/knowledge-base/managers-and-leaders/talk-with-your-team/communicating-results.md)
* [Responding to Feedback You Can't Act On](/knowledge-base/managers-and-leaders/talk-with-your-team/communicating-results/responding-to-feedback-you-cant-act-on.md)
* [Sharing Results](/knowledge-base/managers-and-leaders/read-your-results/sharing-results.md)
* [Share Results with Your Managers](/knowledge-base/reports/compass-reports/general/share-results-with-your-managers.md)
* [Additional Presentations](/knowledge-base/your-managed-survey/step-6-discuss-clarify-and-plan/talentmap-survey-results-presentations/additional-presentations.md)
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