Snapshot Report
Last updated
Last updated
The first report you should examine is the snapshot report. The following chart will help you understand the basics of this report:
The first and foremost thing to focus on in reviewing your report is the percent favourable (blue) score for each of the survey dimensions. If the favourable score for a dimension appears to be low relative to the other dimension scores (for example, less than 50% favourable), look to see if employees are simply neutral or if they are largely unfavourable. Keep in mind that neutral scores should be seen as the “opportunity zone”.
Depending on the data available in your report, some or all of the following comparative data groups will be available.
The next step in understanding your results is to examine whether or not your dimension scores are improving or declining compared to the previous survey period. These differences are displayed as percent increases (+) or decreases (-). It is important to put these differences into practical terms. If your report is based on only 10 people, for example, each person represents 10%. If your report is based on only five people, each person counts a whopping 20%. So, at first glance, a previous period difference of +/- 10% for a group of 10 or 20% for a group of only five may seem very sizable. But in practical terms, a 10% difference for a group of 10 or a 20% difference for a group of five simply means that only one person out of the group has a different opinion than the last time the group was surveyed. If, on the other hand, your report is based on 1,000 employees, an increase or decrease of 10% would represent 100 employees having a different opinion than the previous survey, which is much more attention-getting in practical terms.
Now that you have reviewed your overall dimension scores and have looked to see whether they are mostly improving, declining or staying the same, the next step is to see how your group compares to the organization as a whole and/or the larger part of the organization of which your group is a part.
If the results for your group are substantially lower than the larger comparison group, this may be cause for concern. However, it is important not to overreact. There are several important things to consider that may explain the differences. Be mindful of the point above about the size of your group and what a percentage difference means in practical terms. If your group has only 10 people and your scores appear to be about 10% lower than the larger group, this may not be cause for alarm. One person out of the group would account for that seemingly large difference.
Comparing your employee engagement score to benchmarks provides valuable context and helps you understand your organization's performance relative to others.
Above Benchmark: If your score is above the benchmark, it indicates an are to leverage and / or celebrate. However, don't become complacent; strive for continuous improvement.
Below Benchmark: A score below the benchmark suggests areas needing attention. Analyze the specific items and engage with staff to identify where you fall short.
Significant Gaps: Large discrepancies may indicate underlying issues requiring immediate action.
Remember, benchmarks provide a reference point, not a definitive measure of success. The ultimate goal is to create a thriving workplace where employees feel valued, motivated, and engaged.
If scores are lower than expected, avoid worrying. The goal of a survey is to help the organization do better. Use the feedback, both positive and constructive, as information to help move forward.
Use benchmarks and previous period comparisons to evaluate your room for improvement.
Focus less on the scores and more on the employee feedback you received. Scores may seem like GPS-locations, but they are really like using a map, or sometimes searching the stars.
Pay attention to any themes or patterns in the results. Use the comments to put the scores in context and identify reasons the scores may be lower on certain metrics.
Resist the urge to stress about who said what. When reading the results and discussing them with your team, strive to understand how to improve specific aspects of engagement going forward. Your thinking should be forward-looking, not backward.
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