March 4, 2025 • 17 mins
"Instead of getting information after people decided to leave, get the information before they decide to leave."
Notable Moments
00:37 Survey Anonymity Concerns
06:01 In-Person Interviews Build Trust
10:09 Building Trust Through Anonymity
13:45 Boost Engagement Through Transparent Action
15:19 Improving Workplace Culture Effectively
Surveys can be your secret weapon to a happier workplace. The problem for many people trying to use engagement surveys is a lack of trust in the process. Many people are skeptical about the anonymity of online surveys. They fear that there are hidden ways of tracking responses or insincere intentions. I totally get it. And well intended organizations don't want people to second-guess their input. Read the blog for more on how to make your engagement survey more impactful
Connect Tim and the Best Culture Solutions Team
Website: https://bestculturesolutions.ca/
LinkedIn: Best Culture Solutions, Inc
Instagram: @best.culture.solutions
Email: tim@bestculturesolutions.ca
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:07):
Welcome to the World at Work podcast, where business leaders and job
seekers come together to create winning cultures and fulfilling careers.
I'm your host, Katie Courant, and I'm here with Tim Dick, founder of Best
Culture Solutions. Tim, I wanna give you a survey real quick.
Do you mind? It depends on what it's about and how long it's gonna take.
Oh, gosh. Well and if it's out loud, you'll certainly give me
(00:29):
all the answers I need and that, you know, that you won't be
afraid to share the answers. Right? Depends, again, on what you
want and when you need it. Does that not feel like how every
every time so recently, I was working with a team, and we
had a big professional development day. And afterwards,
naturally, there were a couple vendors there that had QR codes
(00:51):
for their survey. And then there was a survey at the end of the day.
Everybody, please give your feedback on how the day went. First of
all, the real decent amount
of responses ish. Maybe half of the
people actually completed this survey. But even with
that, some of the open ended responses were very vague. They There were things like
(01:13):
breakfast was great and not quite giving the
clarity that I think teams were looking for. Do you
find that this is something that organizations really run into
challenge with is getting that meaningful feedback? Absolutely. So let me ask
you a question. Was this survey online? It was, and it was through
a created form online
(01:35):
through a very common digital platform. Right.
So, okay. So here's why we're talking about this today. So one of the services
that we offer people, people often ask us for this, is to
do, you know, a survey, an anonymous survey of their teams. Right? And there's
a few different ways that it can take, you know, we've called them culture surveys
as a as a common term of them. I prefer the term stay interview
(01:57):
because you can ask people about things and ask
them how things are going and kind of perform an exit interview
or those types of questions, even though they haven't exited yet. So, that way instead
of getting the information after they decided to leave, you get the information before
they decide to leave. So that way you can understand what potential
blind spots you might have as an organization or ways that you can improve the
(02:18):
work experience. And so, we do those interviews or we also do anonymous
leadership surveys, right? And we, generally speaking,
those types of surveys get somewhere between a 40% to
60% response rate. And we're able to get, I think our
lowest response rate that we've had is around 68%.
Mean, we often get close to 100%. But the reason for that and the reason
(02:41):
why I ask, is this an online survey? Is because
for two reasons. First of all, the most common method that people do this
is online, right? It is an online
survey because it's easy, right? It's the easiest way to do it. Just put it
out online. But man, I don't know about you, but a lot
of times when there's an online survey out in the field, I don't
(03:03):
know if you've heard people just chattering to themselves and saying,
they're probably tracking my responses, right?
Or is this really anonymous? Or, right? And
people I do not think that when you do an online
survey that people are really believing that it is
anonymous. Even though you and I both have probably been on the other end of
(03:24):
them and read the results and really not had any indication as
to who said it or had any time to set it up that way. The
reality is that a lot of people think that their online responses
are indeed being tracked and they are indeed they're not anonymous.
That's what I find. A lot of people don't believe in them. Believe Even
on I'll just use Google for an example because that's a
(03:46):
very common platform used for form responses.
And even on there, if you select anonymous survey, if
you're logged in to an email, it will ask at the top, is this your
email? And then it'll say, this is not this form is
not collecting your emails. So there's still that
mindset from people like, are they or aren't they? Because it shows
(04:08):
my email at the top. Are we sure this is anonymous? My
favorite one though was when somebody
said, well, they're checking time stamps. They know that we were part of
this session, and they know that that that was one that has somebody that
has received responses before. I had never even
considered or cared about the time stamp of who
(04:30):
might have completed when. So I think there is a level of just clarity
with the team on the intention and also transparency
with them once those results are in. Because if people have completed
surveys and they never hear how that is utilized,
it can become another barrier to why would I wanna
complete this. What do they really want out of it? So I think it's
(04:53):
fantastic having that barrier removed by saying, hey. You know what?
We're not even controlling this. We're not even in the middle. I can
reach out and have this team. Tim's facilitating
this. So what does that look like when you all are
managing the surveys? Lot of things that you can
trust and actually make people anonymous, right, and actually have faith in the
(05:15):
process. Because there's two big problems there. Right? You've hit the two big problems on
the head. The first problem is that you're right, people do not think that they're
truly anonymous. They see that it's online and you do ask their email
address and it does scrap it afterwards is to make sure that the same person
isn't stuffed in the box, right? But people still
worry, they still worry about whether or not it is truly anonymous when
(05:36):
they see that. And so, there's a few methods that you can take to keep
the anonymity, but there are also methods that you can take to make sure that
people have faith that this is meaningful, right? Because the other thing that people worry
about, is it anonymous? A. B, if nothing
happens, why would I waive my time? Right? So,
a lot of people have that concern about anonymity and I get it and I
(05:57):
understand why. It puts a chilling effect on their ability to
respond. So, there's a few things that you can do to build trust in that
process, right? The first is not to have an online survey. And there's different
things that you can do that are not online that build trust. The first
thing that you can do really depends on, you know, do you have
budget for this and time for this? But, you know, we've done surveys
(06:19):
before where we interview the people one on one and
in person. Now, I can understand that the first
reaction to that might be, well, wait a second, how does this make people feel
good about it being anonymous if you're sitting in front of them looking at them,
you know exactly who said what? But the reality is that if you
ask questions the right way, if you
(06:40):
engage people the right way, you can build instant trust with them and they
trust you and they will be open with you and you can show them that
you're going to take their responses and generalize them and keep them anonymous.
Because what you do after the end of these surveys as well is you
you take all the responses and you paraphrase them, you
generalize them, you categorize them based on everything you hear, based on
(07:03):
different categories and and things like that. If you do an in
person one on one interview, you can build
that trust that that's happening. And I've had our team has had great
success with that one on one interview. But that is not
always feasible budget wise or time
wise, right? Especially when you get larger teams, it can be really difficult to scale
(07:24):
something like that. That's really good for maybe an executive team
or a team of senior leaders that are trying to get better at working with
one another and understand how each other's working and their impact. But one thing
you can do with larger teams is instead of doing a
large online survey, what we do instead
is we create a fillable form on PDF,
(07:46):
right? Now, a lot of people would say, why don't you just get a survey
and print it out and ask people to write in it and give it back?
But the problem with the written survey is that sometimes people don't trust
it that you might be able to read their writing. So, if
you what you can do instead is you can
do a fillable PDF survey and email it to everybody, tell them to fill
(08:07):
it out on their computer and then print it out. And once they
print it out, seal it in an envelope,
right? And we will give each person one envelope that's unique
and not that, sorry, not that everybody's envelope is unique, but we get a different,
like we get like a Manila envelope that's a different shape and give it to
everybody. So that way they know it's a survey envelope and we invite them to
(08:29):
complete the survey and seal it in the envelope and put it in a central
location until the deadline day. So that way nobody knows who's
writing it is. It's anonymous. I cannot track your email address.
The envelope is unmarked, so it's not numbered. I can't tell who it was.
And they can see that and they trust it. And then once
the cutoff line comes and goes, you thank everybody
(08:51):
and you show them that you have walked out with all of the sealed
envelopes at once and that they all have remained sealed as you
leave. Now, sometimes it takes a couple of cycles
because people need to see the whole process play out once in order to
see that they can trust it. So sometimes it can take a couple of cycles,
but when they do see it, they say, okay, this is anonymous,
(09:13):
right? And it is just so important that you're really deliberate
about creating processes that are anonymous. It's
so important. No. I just had a question about that because
you mentioned it takes time. So what I'm hearing is you
probably if you have a survey that
you're thinking ahead, like, man, we're really gonna wanna get an idea of
(09:35):
where people are on something might be helpful to sprinkle
in a few shorter, more low
stake, high reward type surveys, just to get
people accustomed to the idea that this truly is anonymous.
And I I think that was one important thing I heard you say. It's not
just wait until you get this really important thing,
(09:57):
and then you hope everybody trusts it. Building that trust is
part of the process. So I I just thought that was a really,
really interesting take that sparked a little on my own
brain. Yeah. And you're absolutely right about that. Now, the next thing that you
can do to to build that anonymity and and show that is that and this
also goes into building confidence that this process
(10:19):
matters. And we talked about how there's like I have been in organizations
that do these exercises and then there's zero follow through on them,
right? And there's zero follow through. So, if you want to build trust that
there's going to be follow through, but also build trust that it's
anonymous, It's important that you report the results back
and here's why. And people are probably like, okay, I get why you report the
(10:42):
results back from the perspective of showing them that their responses
matter and that you're listening. But it also matters
because when they see the results being reported back, you're going
to take all the things that you heard because there's going to be some short
form questions and some long form answer questions, right?
You take the long form answer questions and you paraphrase them
(11:03):
or generalize them. So if I get five pieces of
feedback about low comp so if you get a lot of
responses about maybe we all have low compensation, then what you do is you
you don't necessarily copy and paste what each person wrote about it, but you take
the fact that if there's a common theme and you just aggregate the
results and is that there's low comp and verbatim, so they can't get figured
(11:25):
out for their writing style or the way that they talk and then gets the
advice or the result to the recipient or the, the
person who did the survey. And it's really important that you do that. And when
you show back, when you report back the results to people and I
recommend doing your presentation where you gather the teams up and you say, and this
is what we heard and this is what we found. And when they see that
(11:46):
and they have that level of transparency, then they see that it's been paraphrased, and
it'll build trust with them that it truly was an anonymous
process. And so it it's something that you can do to make sure that
people trust it as well. I think that transparency on the
results, once you get them and showing the
value, whether it's, you know, affirming the work that's happening
(12:09):
or it's critical of it, when leaders take those
responses and share them in a way that shows what
they're gonna do with it, it really, again, builds that trust to
where next time, okay. So this isn't something that I'm gonna get in trouble
for having an opinion on. They really do
value it. And so I love that piece about transparency.
(12:31):
And, Tim, you said this is something your team is helping more organizations
with now? Yeah. We are. And the last thing that I should also say too
just before we we share with people how we can help them, it's also important
to point out that we talked about people needing to trust that their results mean
something, right? And so when we work with clients, we will not just do the
survey and give them the results. If they want us to do the survey, they
(12:53):
need to commit to that reporting back that I just talked about. But the other
thing that they need to commit to is that they need to
create an action log, right, of what they've heard. Now,
I always tell them, look, you can't possibly do everything that everybody told you and
make sure that we're clear with those with people upfront about that fact. Look, we're
not doing this to do everything that you've told us to do for a few
(13:14):
reasons, not the least of which is that if I do everything that I hear
about in the survey, some of it might be contradictory, but we are looking for
your advice and your insight to find what would make the greatest impact for the
workplace And that is what we'll act on. And I always tell
people, once you have your results, your recommendations, whatever people
have given you, pick three to five actions that
(13:36):
you can take with them or things that you can act on that they have
suggested And then create an action log that is
transparent to people. So that way, they know that you're
taking action and report back to them when you take action and keep that action
log up to date and keep it transparent and share with people.
So that way, not only do you have a process that people trust is anonymous,
(13:58):
but you also have a process that people know, like
we talked about how people don't participate if they don't think that you're going to
do anything with it. Make sure that people know that you're going to do something
with it, right? And show them that you do something with it. That if you
do all these things the first time through that you do one of these surveys,
like you might do them maybe once a year, once every couple of years, you're
(14:18):
going to get a higher engagement rate the first time through, but you're going to
see either sustained high engagement or incrementally higher engagement each time
when people can see that you actually take action, right, and that you
are that these do matter and that they are anonymous. And you're going to get
the information that you need to make sure that not only are you creating a
better workplace, you're going to operate better because people don't just give
(14:41):
advice about personal complaints. They give advice for how to run the business better and
your customers benefit because that's what frustrates people in the workplace is when they know
they can do better for your customers than they want to. But people are going
to give you advice that's going to help you do that and you're going to
know your blind spots better. But as a result, you're actually going to have better
retention. And I can tell you that based on what I know for average cost
(15:02):
of turnover of people, the cost of one of these surveys
is a fraction of what it costs if you lose
one person due to the turnover. And so if this survey can help
you save turnover of one person, you get your
investment back four to five times already. Yes.
That has been proven time and time again that, at the same
(15:24):
time, your risk is not fixing a problem
that will keep people there that really are,
in a sense, also contributing to a not so great
culture, not the best culture. So having that
ability for people to say, hey. This isn't going well. Yeah.
It's gonna definitely improve morale, reduce that turnover,
(15:46):
and help you stay solutions driven for the people you serve.
So, Tim, if somebody's looking to get this work done and realizes they
need a survey that their teams really do trust
and they need help understanding how to relay that
information and take action on the insights they gain, I'm assuming
that they would be best to reach out to you and your team. I think
(16:08):
that's a great idea. Yeah. We we'd love doing surveys for people who
state reviews, culture surveys, leadership feedback reviews,
and we can be reached at best culture solutions dot c
a. Or my email is
tim@bestculturesolutions.ca. Fantastic. Well, thank
you so much, Tim. I can't wait to hear from people
(16:29):
similar to before where we got to hear from somebody that had navigated the
job search process with you. I can't wait to hear the impact that
this work is having on more of the folks in their organizations out
there. So thank you always for this insight. Thanks, Katie. We'll talk to you
again.
Welcome to the World at Work podcast, where business leaders and job
seekers come together to create winning cultures and fulfilling careers.
I'm your host, Katie Courant, and I'm here with Tim Dick, founder of Best
Culture Solutions. Tim, I wanna give you a survey real quick.
Do you mind? It depends on what it's about and how long it's gonna take.
Oh, gosh. Well and if it's out loud, you'll certainly give me
(00:29):
all the answers I need and that, you know, that you won't be
afraid to share the answers. Right? Depends, again, on what you
want and when you need it. Does that not feel like how every
every time so recently, I was working with a team, and we
had a big professional development day. And afterwards,
naturally, there were a couple vendors there that had QR codes
(00:51):
for their survey. And then there was a survey at the end of the day.
Everybody, please give your feedback on how the day went. First of
all, the real decent amount
of responses ish. Maybe half of the
people actually completed this survey. But even with
that, some of the open ended responses were very vague. They There were things like
(01:13):
breakfast was great and not quite giving the
clarity that I think teams were looking for. Do you
find that this is something that organizations really run into
challenge with is getting that meaningful feedback? Absolutely. So let me ask
you a question. Was this survey online? It was, and it was through
a created form online
(01:35):
through a very common digital platform. Right.
So, okay. So here's why we're talking about this today. So one of the services
that we offer people, people often ask us for this, is to
do, you know, a survey, an anonymous survey of their teams. Right? And there's
a few different ways that it can take, you know, we've called them culture surveys
as a as a common term of them. I prefer the term stay interview
(01:57):
because you can ask people about things and ask
them how things are going and kind of perform an exit interview
or those types of questions, even though they haven't exited yet. So, that way instead
of getting the information after they decided to leave, you get the information before
they decide to leave. So that way you can understand what potential
blind spots you might have as an organization or ways that you can improve the
(02:18):
work experience. And so, we do those interviews or we also do anonymous
leadership surveys, right? And we, generally speaking,
those types of surveys get somewhere between a 40% to
60% response rate. And we're able to get, I think our
lowest response rate that we've had is around 68%.
Mean, we often get close to 100%. But the reason for that and the reason
(02:41):
why I ask, is this an online survey? Is because
for two reasons. First of all, the most common method that people do this
is online, right? It is an online
survey because it's easy, right? It's the easiest way to do it. Just put it
out online. But man, I don't know about you, but a lot
of times when there's an online survey out in the field, I don't
(03:03):
know if you've heard people just chattering to themselves and saying,
they're probably tracking my responses, right?
Or is this really anonymous? Or, right? And
people I do not think that when you do an online
survey that people are really believing that it is
anonymous. Even though you and I both have probably been on the other end of
(03:24):
them and read the results and really not had any indication as
to who said it or had any time to set it up that way. The
reality is that a lot of people think that their online responses
are indeed being tracked and they are indeed they're not anonymous.
That's what I find. A lot of people don't believe in them. Believe Even
on I'll just use Google for an example because that's a
(03:46):
very common platform used for form responses.
And even on there, if you select anonymous survey, if
you're logged in to an email, it will ask at the top, is this your
email? And then it'll say, this is not this form is
not collecting your emails. So there's still that
mindset from people like, are they or aren't they? Because it shows
(04:08):
my email at the top. Are we sure this is anonymous? My
favorite one though was when somebody
said, well, they're checking time stamps. They know that we were part of
this session, and they know that that that was one that has somebody that
has received responses before. I had never even
considered or cared about the time stamp of who
(04:30):
might have completed when. So I think there is a level of just clarity
with the team on the intention and also transparency
with them once those results are in. Because if people have completed
surveys and they never hear how that is utilized,
it can become another barrier to why would I wanna
complete this. What do they really want out of it? So I think it's
(04:53):
fantastic having that barrier removed by saying, hey. You know what?
We're not even controlling this. We're not even in the middle. I can
reach out and have this team. Tim's facilitating
this. So what does that look like when you all are
managing the surveys? Lot of things that you can
trust and actually make people anonymous, right, and actually have faith in the
(05:15):
process. Because there's two big problems there. Right? You've hit the two big problems on
the head. The first problem is that you're right, people do not think that they're
truly anonymous. They see that it's online and you do ask their email
address and it does scrap it afterwards is to make sure that the same person
isn't stuffed in the box, right? But people still
worry, they still worry about whether or not it is truly anonymous when
(05:36):
they see that. And so, there's a few methods that you can take to keep
the anonymity, but there are also methods that you can take to make sure that
people have faith that this is meaningful, right? Because the other thing that people worry
about, is it anonymous? A. B, if nothing
happens, why would I waive my time? Right? So,
a lot of people have that concern about anonymity and I get it and I
(05:57):
understand why. It puts a chilling effect on their ability to
respond. So, there's a few things that you can do to build trust in that
process, right? The first is not to have an online survey. And there's different
things that you can do that are not online that build trust. The first
thing that you can do really depends on, you know, do you have
budget for this and time for this? But, you know, we've done surveys
(06:19):
before where we interview the people one on one and
in person. Now, I can understand that the first
reaction to that might be, well, wait a second, how does this make people feel
good about it being anonymous if you're sitting in front of them looking at them,
you know exactly who said what? But the reality is that if you
ask questions the right way, if you
(06:40):
engage people the right way, you can build instant trust with them and they
trust you and they will be open with you and you can show them that
you're going to take their responses and generalize them and keep them anonymous.
Because what you do after the end of these surveys as well is you
you take all the responses and you paraphrase them, you
generalize them, you categorize them based on everything you hear, based on
(07:03):
different categories and and things like that. If you do an in
person one on one interview, you can build
that trust that that's happening. And I've had our team has had great
success with that one on one interview. But that is not
always feasible budget wise or time
wise, right? Especially when you get larger teams, it can be really difficult to scale
(07:24):
something like that. That's really good for maybe an executive team
or a team of senior leaders that are trying to get better at working with
one another and understand how each other's working and their impact. But one thing
you can do with larger teams is instead of doing a
large online survey, what we do instead
is we create a fillable form on PDF,
(07:46):
right? Now, a lot of people would say, why don't you just get a survey
and print it out and ask people to write in it and give it back?
But the problem with the written survey is that sometimes people don't trust
it that you might be able to read their writing. So, if
you what you can do instead is you can
do a fillable PDF survey and email it to everybody, tell them to fill
(08:07):
it out on their computer and then print it out. And once they
print it out, seal it in an envelope,
right? And we will give each person one envelope that's unique
and not that, sorry, not that everybody's envelope is unique, but we get a different,
like we get like a Manila envelope that's a different shape and give it to
everybody. So that way they know it's a survey envelope and we invite them to
(08:29):
complete the survey and seal it in the envelope and put it in a central
location until the deadline day. So that way nobody knows who's
writing it is. It's anonymous. I cannot track your email address.
The envelope is unmarked, so it's not numbered. I can't tell who it was.
And they can see that and they trust it. And then once
the cutoff line comes and goes, you thank everybody
(08:51):
and you show them that you have walked out with all of the sealed
envelopes at once and that they all have remained sealed as you
leave. Now, sometimes it takes a couple of cycles
because people need to see the whole process play out once in order to
see that they can trust it. So sometimes it can take a couple of cycles,
but when they do see it, they say, okay, this is anonymous,
(09:13):
right? And it is just so important that you're really deliberate
about creating processes that are anonymous. It's
so important. No. I just had a question about that because
you mentioned it takes time. So what I'm hearing is you
probably if you have a survey that
you're thinking ahead, like, man, we're really gonna wanna get an idea of
(09:35):
where people are on something might be helpful to sprinkle
in a few shorter, more low
stake, high reward type surveys, just to get
people accustomed to the idea that this truly is anonymous.
And I I think that was one important thing I heard you say. It's not
just wait until you get this really important thing,
(09:57):
and then you hope everybody trusts it. Building that trust is
part of the process. So I I just thought that was a really,
really interesting take that sparked a little on my own
brain. Yeah. And you're absolutely right about that. Now, the next thing that you
can do to to build that anonymity and and show that is that and this
also goes into building confidence that this process
(10:19):
matters. And we talked about how there's like I have been in organizations
that do these exercises and then there's zero follow through on them,
right? And there's zero follow through. So, if you want to build trust that
there's going to be follow through, but also build trust that it's
anonymous, It's important that you report the results back
and here's why. And people are probably like, okay, I get why you report the
(10:42):
results back from the perspective of showing them that their responses
matter and that you're listening. But it also matters
because when they see the results being reported back, you're going
to take all the things that you heard because there's going to be some short
form questions and some long form answer questions, right?
You take the long form answer questions and you paraphrase them
(11:03):
or generalize them. So if I get five pieces of
feedback about low comp so if you get a lot of
responses about maybe we all have low compensation, then what you do is you
you don't necessarily copy and paste what each person wrote about it, but you take
the fact that if there's a common theme and you just aggregate the
results and is that there's low comp and verbatim, so they can't get figured
(11:25):
out for their writing style or the way that they talk and then gets the
advice or the result to the recipient or the, the
person who did the survey. And it's really important that you do that. And when
you show back, when you report back the results to people and I
recommend doing your presentation where you gather the teams up and you say, and this
is what we heard and this is what we found. And when they see that
(11:46):
and they have that level of transparency, then they see that it's been paraphrased, and
it'll build trust with them that it truly was an anonymous
process. And so it it's something that you can do to make sure that
people trust it as well. I think that transparency on the
results, once you get them and showing the
value, whether it's, you know, affirming the work that's happening
(12:09):
or it's critical of it, when leaders take those
responses and share them in a way that shows what
they're gonna do with it, it really, again, builds that trust to
where next time, okay. So this isn't something that I'm gonna get in trouble
for having an opinion on. They really do
value it. And so I love that piece about transparency.
(12:31):
And, Tim, you said this is something your team is helping more organizations
with now? Yeah. We are. And the last thing that I should also say too
just before we we share with people how we can help them, it's also important
to point out that we talked about people needing to trust that their results mean
something, right? And so when we work with clients, we will not just do the
survey and give them the results. If they want us to do the survey, they
(12:53):
need to commit to that reporting back that I just talked about. But the other
thing that they need to commit to is that they need to
create an action log, right, of what they've heard. Now,
I always tell them, look, you can't possibly do everything that everybody told you and
make sure that we're clear with those with people upfront about that fact. Look, we're
not doing this to do everything that you've told us to do for a few
(13:14):
reasons, not the least of which is that if I do everything that I hear
about in the survey, some of it might be contradictory, but we are looking for
your advice and your insight to find what would make the greatest impact for the
workplace And that is what we'll act on. And I always tell
people, once you have your results, your recommendations, whatever people
have given you, pick three to five actions that
(13:36):
you can take with them or things that you can act on that they have
suggested And then create an action log that is
transparent to people. So that way, they know that you're
taking action and report back to them when you take action and keep that action
log up to date and keep it transparent and share with people.
So that way, not only do you have a process that people trust is anonymous,
(13:58):
but you also have a process that people know, like
we talked about how people don't participate if they don't think that you're going to
do anything with it. Make sure that people know that you're going to do something
with it, right? And show them that you do something with it. That if you
do all these things the first time through that you do one of these surveys,
like you might do them maybe once a year, once every couple of years, you're
(14:18):
going to get a higher engagement rate the first time through, but you're going to
see either sustained high engagement or incrementally higher engagement each time
when people can see that you actually take action, right, and that you
are that these do matter and that they are anonymous. And you're going to get
the information that you need to make sure that not only are you creating a
better workplace, you're going to operate better because people don't just give
(14:41):
advice about personal complaints. They give advice for how to run the business better and
your customers benefit because that's what frustrates people in the workplace is when they know
they can do better for your customers than they want to. But people are going
to give you advice that's going to help you do that and you're going to
know your blind spots better. But as a result, you're actually going to have better
retention. And I can tell you that based on what I know for average cost
(15:02):
of turnover of people, the cost of one of these surveys
is a fraction of what it costs if you lose
one person due to the turnover. And so if this survey can help
you save turnover of one person, you get your
investment back four to five times already. Yes.
That has been proven time and time again that, at the same
(15:24):
time, your risk is not fixing a problem
that will keep people there that really are,
in a sense, also contributing to a not so great
culture, not the best culture. So having that
ability for people to say, hey. This isn't going well. Yeah.
It's gonna definitely improve morale, reduce that turnover,
(15:46):
and help you stay solutions driven for the people you serve.
So, Tim, if somebody's looking to get this work done and realizes they
need a survey that their teams really do trust
and they need help understanding how to relay that
information and take action on the insights they gain, I'm assuming
that they would be best to reach out to you and your team. I think
(16:08):
that's a great idea. Yeah. We we'd love doing surveys for people who
state reviews, culture surveys, leadership feedback reviews,
and we can be reached at best culture solutions dot c
a. Or my email is
tim@bestculturesolutions.ca. Fantastic. Well, thank
you so much, Tim. I can't wait to hear from people
(16:29):
similar to before where we got to hear from somebody that had navigated the
job search process with you. I can't wait to hear the impact that
this work is having on more of the folks in their organizations out
there. So thank you always for this insight. Thanks, Katie. We'll talk to you
again.
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