Root Cause of Survey Failure

The root cause of survey failure is the inability or difficulty to execute effective change. Note the word "effective" for those ready to pounce.
When data results of large groups are calculated by averages, barriers to change efforts increase by multiples. Contrasted, with an ability to see survey results idvidually by pockets of groups within that large group, targeted change for that small group become an instant capability for the change agent.
To see a CAT scan picture of each organizational 'body part', the task of the consultant/client becomes easily manageable. Departments by each manager now become an individual action plan based on what's critical and discovered to that department - the impact is rapid and dramatic. Once each manager can see how their behaviors, values and style impacts their workgroup, change potential is instant. Adding a one-on-one coaching initiative produces even more effective transformational results for that manager and that workgroup. Internally trained experts keep the cost of implementation to virtually zero, an internal talent management team is being groomed, and accountability and sustainability is a by product. The change continues long after the survey consultants leave.

Certified Survey Consultant in Action

An update from one of our newest Certified Survey Consultants and Licensee of the Infotool Software:

Michael J. Stabile, PhD - CEO of FutureNow Consulting (http://www.futurenowed.com/):

"Just wanted you to know that since we left the training last Wednesday, we have used the training and tools in some fashion or form. On Thursday, I helped our statistics director at Xavier University with our demographic results from the Servant Leadership study for an accreditation review. On Friday, I worked with a high school team at St. Xavier High School and because of our ability to dig deeply into the data, within five minutes was able to help them change directions that would have been toxic for the school culture using the horizontal and vertical alignment visual (modified for education). On Monday, I presented the data results and analysis of St. Xavier High School's DNA of Culture Survey to about 40 of their staff members to position their school culture with specific and target areas to address. Yesterday, Tuesday, I did a presentation for Viox Facilities Management, a business leadership-training group, on their 2011 DNA of Culture results in comparison to their 2010 results and titled the presentation as The Power of Alignment. As part of the training exercise, after I presented the data results, we broke into 6 groups of 3 and each group had to draw conclusions from the data results including the Predictive Matrix measure diagrams, practical applications, and next steps. There was an amazing agreement in and among the groups. Then I showed them my findings, conclusions, and suggested practical next steps. Not only were we aligned, they own the data results. "If you can find it, you can fix it."  This coming Friday, I am work with another school on a strategic planning process and I am going to include The Power of Alignment Model with a suggested survey analysis."

Sound Familiar?

New Power of Survey Diagnostics

Information analysis is the new "holy grail" in our work. In the implementation phase of your work, it's becomes your key capability, as advisers, to "fix what we can discover is broken" through the prioritization of those actions most correlated to the Vision work. This is the new power of survey diagnostics.

This discover phase traditionally is the core of an advisers work product. Imagine how long we will remain "on the job" if we elect to take actions on the wrong critical success factors-the ones with the lowest ROI. You may have more billable hours, but I doubt the company will hire you back.

Surveys have morphed into diagnostic instruments that can aid consultants in their analysis work. No matter which diagnostic you select, its like using a CAT scan machine as a physician does before proscribing; but now consultants have them. Converts say its the newest frontier that can help their clients blueprint the way to rapidly realign organizations in their quest for value creation.

In your next project, try using one of the diagnostic tool for data collection/analysis to see how these new powers will help your effectiveness and value to your client. try to avoid the off the shelf, low budget data collection/analysis system that provides average results, have funny names and provide little advisory/analysis support.

Elevating HR to the Boardroom

HR involvement in understanding and guiding the employee to productivity and engagement is a gift that CEO's would treasure, but HR must first get to a higher level of capability. This higher level of capability means having evidence-based information. There will need to be a proving process to be first demonstrated before HR is invited into the boardroom.

As Deming quoted: " Its not enough to do your best; you must know what to do and then do your best."

My humble opinion is that for HR, as an industry, to gain such acceptance in leadership circles, they must use tools and technology to elevate and gain credible intelligence about employee drivers; then skills to use those tools to impact positive change. New technology is available in the marketplace to support HR and old paradigms need be discarded.

So, the burden lies on HR to elevate itself into the boardroom. Let's say it's a prejudice that will be hard to overcome, but can be only by the most "engaged" HR folks.