What makes Salveo Partners’ Thriving Workplace Culture Survey™ (TWCS) different from the other employee surveys available on the market?
The TWCS was designed to fill a void in measuring workplace culture. No other tool currently exists that recognizes and includes the critical interconnectedness of organizational and employee wellbeing. An engagement or perception survey focuses on how employees feel about their work and their contributions to an organization, whereas the TWCS focuses on an organization’s core culture.
The foundation for the TWCS design builds upon existing, validated assessments that measure organizational culture, employee engagement, and individual wellbeing. We followed best practices for quality survey design and tested all questions to ensure they capture reliable, meaningful measures. Read the Methodology for Developing the TWCS. The TWCS also allows you to segment the findings from your organization’s Millennial population, the group that will comprise the majority of the workforce by 2025, and address their unique views and needs in your strategic planning process. You can segment findings other by divisions and departments as well.
The TWCS’ flexible format allows you to add some customized questions and request customized reporting. We recommend implementing the survey every 18 to 24 months to reflect changes in your culture, and to guide organizational planning efforts.
After the survey is completed, we’ll provide you with a comprehensive Executive Brief, with personalized strategic recommendations for your company based on survey results and employee feedback.
What is the TWCS Cultural Fusion Score, and what does it mean for my organization?
The Cultural Fusion Score is unique to the TWCS. It is an estimate of how well the disciplines of organizational development and employee wellbeing are holistically applied and interconnected at your workplace. They are the “ying and yang” that power positive cultures. Your Cultural Fusion score helps assure leadership that the organization is strengthening its culture at both an organizational and individual level.
A low Cultural Fusion score usually indicates that an organization’s attempts to reduce employee stress, conduct financial literacy education, or help improve employee health will ultimately not succeed because company values are not well established, widely accepted, consistently applied, and regularly communicated. It makes sense if you think about it: An employee who doesn’t like the boss and hates coming to work is not going to be receptive to a wellbeing initiative of any kind.
The higher an organization’s Cultural Fusion score, the greater the likelihood its employees feel the core values guide the organization and the more the employees will appreciate and value individual wellbeing initiatives (training, education, safety, personal health).
How long does the TWCS take, from the planning stage to when we receive the results?
We are highly involved with every step of the TWCS process. The planning, execution and reporting takes approximately 8 weeks from start to finish.
What’s the best way to maximize employee response rate?
At every step in the process, we will help you maximize your survey response rate. A key to getting a good response rate is to communicate clearly, honestly, and often with your employees. Employees who understand why the organization is conducting the survey and what the organization’s leaders plan to do with the results are much more likely to respond. It is also critical to share the results and your initial plan for addressing the results with employees after the survey, thus making them an important part of the process.
We’ll provide you with a Manager’s Guide that includes sample pre- and post-survey communication templates, timelines, and action steps you can take to ensure a successful survey. We’ll also assign to you a dedicated account manager to answer questions and help you along the way.
In addition, you’ll receive 5 hours of consulting time with us to answer questions and to plan your journey’s next steps.
Should we incentivize employees to complete the survey?
No. We believe that incentivizing employees will produce a survey based on extrinsic motivation (responding to get the reward) versus intrinsic motivation (responding to make a difference). With proper pre- and post-survey communication, and by making employees feel part of the process, you will have a successful survey without having to use an incentive.
Things have been rough lately at our company; I don’t want to rock the boat by doing a survey. What do you suggest?
We get that. However, before you can even begin to improve your workplace culture, you need to “survey the land” to uncover your weaknesses and address those head on. By giving employees the opportunity to provide feedback through the TWCS, you are taking an important step in acknowledging your current challenges. When implemented properly and communicated about clearly, the survey will likely boost morale because employees will feel that their opinions will be heard and acted upon by leadership. With a clear picture of your organization’s strengths and weaknesses, you can finally take the first step in cultivating employee and organizational health and growth.
What if the organization’s leadership isn’t ready to take action and DO something with the survey results?
We recommend you wait until your organization has buy-in from the executive leadership. One of the biggest mistakes we see is companies deploying a survey, informing employees, and then doing nothing with the results. This can lead to erosion of employee morale and mistrust of leadership.
We can help you present the TWCS to your leadership team so they understand how the TWCS is unique and what it will do for your company.
Or share this video with your organization’s leaders to show why the TWCS is a key tool for building a thriving workplace culture.
What’s the best way to communicate the results to employees?
We’ll provide you with templates for pre- and post-communication. These will include recommendations for how to communicate the survey results and the plan for how leadership is to use the results. Communicating prior, during, and after a survey is key to gaining and keeping employees’ trust. Employees need to feel that their input is valuable to the company’s success.
How do we make the best use of the survey (i.e., how do we use the results)?
Regardless of the current state of your workplace culture, starting the process for strategic change requires energized, empowered people and real cooperation. Sustainable results will not occur unless your culture and employee are fully prepared and aligned to support change.
Ideally, everyone in your organization would be involved somehow in the planning process. This tactic results in employees who are usually highly engaged from playing a critical role in the change process. Each company is unique, and depending on where your organization is with your strategic plan, we will recommend a specific course of action that makes sense for your company.
Here are some questions that will help you get a sense for how ready you are to begin strategic change, and how much work needs to be done first to create the conditions for employees to be energized and empowered to embrace and guide the change.
When is the best time of the year to deploy a survey?
That is a great question, as timing can affect the results you receive. Here are the months we have found to be the most effective for surveying: