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The Survey Feedback Process for Organizational Development and Change
THE PURPOSE OF SURVEY FEEDBACK: In globally competitive environments, organizations are seeking information about obstacles to productivity and satisfaction in the workplace. Survey feedback is a tool that can provide this type of honest feedback to help leaders guide and direct their teams. Obstacles and gaps between the current status quo and the desired situations may or may not be directly apparent. In either case, it is vital to have a clear understanding of strategies for diagnosis and prevention of important organization problems. If all leaders and members alike are clear about the organizational development and change, strengths, weakness, strategies can be designed and implemented to support positive change. Survey feedback provides a participative approach and enables all members to become actively engaged in managing the work environment. SURVEY PROCESS STEPS: Once the data has been collected and observations have been clarified, it becomes the leader's responsibility to familiarize the team with the findings. Next the leader involves the team in outlining appropriate solutions and strategies that members can "buy into" and support over the long-haul. When leaders can facilitate collaborative teaming and become an organizational development and change agent, people in the team will contribute creative ideas to enhance their work environment. It is important for leaders to not underestimate the time and facilitation skills needed to pass on the information and foster an action-oriented environment. The initial meetings and communication sessions are just the start of a development process, not a single event. If the survey feedback is to be effective, it must be implemented into a comprehensive strategy that includes goals, responsibilities, time frames, revisions, and reviews. Prior to the action meetings, leaders need to gain a full understanding of the survey data and begin to structure a plan for the first meeting. Once the meeting begins, the leader should guide the group's evaluation of the results and development of solutions. Following the initial meeting, a summary should be documented and action plans circulated. Follow-up meetings are necessary to coordinate and evaluate changes and progress. Action plans are the means of fully utilizing the survey feedback, without it we simply have a snap shot of where the organization is, with no plan for positive change. If the team feedback meeting is poorly handled, there will be low front-end commitment on the part of the team. Of course group dynamics will be unique in every situation, and the leader will need to consider this as the survey data is disseminated. Tailoring sessions to meet the group characteristics will provide for a more effective discussion. In any case, consider a few of these ideas:
QUESTIONS: The Center for Management and Organization Effectiveness (CMOE) was founded in 1978 with the vision and mission to help improve individual leadership and team member skills within organizations. If you would like to speak with someone regarding organizational development and change, please do not hesitate to call us at (801) 569-3444. We will be more than happy to share our experience with you in more detail.
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Assigning a Compliance Officer is a start but enabling them to fulfil their remit will be the difference between a company being fully compliant and one that risks suffering the consequences for having let compliance take a back seat.
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