Benefits of employee surveys for AE firms

For architectural engineering (AE) firms, employee surveys are like a backstage pass to the true feelings and thoughts of the team. These surveys do a lot more than just measure happiness; they help pinpoint what needs fixing, boost engagement, and steer the firm in the right direction.

But here’s the kicker: Even though firms often get a 60%-80% response rate, there’s a chunk—20%-40% of employees—that’s not chiming in. This group might include those who are the most disengaged or maybe just really busy. Let’s explore why this gap matters, what’s causing it, and how we can bring more voices into the mix.

Why AE firms need employee surveys

Employee surveys are like a secret weapon for AE firms. They give managers a direct line to the workforce, providing crucial insights into:

• Satisfaction and engagement: Finding out how happy and engaged employees are can be a game-changer. Happy teams are productive teams, and they stick around longer, too.

• Spotting trouble areas: Surveys can shine a light on what’s not working, whether it’s management issues, workplace conditions, or lack of growth opportunities.

• Building a better work environment: Asking for feedback shows employees that their opinions matter, creating a more inclusive and positive workplace culture.

• Strategic planning: The data from surveys can guide big decisions, ensuring that the firm’s goals are aligned with what employees need and expect.

The participation problem

A 60%-80% response rate might seem pretty good, but what about the 20%-40% who don’t participate? Their silence can speak volumes, and ignoring it can lead to a skewed understanding of the firm’s health. You need to figure out why they’re not participating and what you can do about it.

Why some employees don’t participate

• Way too busy: AE professionals are often swamped with projects and deadlines, making it hard to find time for surveys.

• A-OK: Those who are generally happy might not feel the need to provide feedback, thinking everything is fine as it is.

• I’ll keep it to myself: Employees who feel disconnected or skeptical about the process might skip surveys, doubting that their input will lead to any real change.

• Enough already: Too many surveys can lead to survey burnout, causing employees to tune out.

Why missing 20 to 40% of voices matters

When a statistically significant portion of the workforce isn’t represented, the survey results can be misleading. Important issues might be overlooked, and the firm might make decisions based on incomplete data. This misstep can prevent addressing critical concerns and hinder the firm’s ability to make informed choices.

How to get more employees to participate

To get a clearer picture of what everyone in the firm is thinking, you need to boost participation rates. Here are some strategies that can help:

• Explain the why: Clearly communicate why the survey is important and how the feedback will be used. Share examples of past changes made because of survey results.

• Guarantee anonymity: Assure employees that their responses are anonymous. This can ease fears about retaliation or negative consequences for being honest.

• Don’t go back on your word: If you say it’s anonymous, don’t try to guess who said what to try and address an issue one-on-one based on your hunch. You could create a disaster.

• Make it simple: Keep the survey short and straightforward. A user-friendly, quick survey is more likely to get completed. Make it accessible on multiple devices.

• Choose the right time: Avoid busy periods when scheduling surveys. Pick a time when employees can give thoughtful responses without feeling rushed.

• Act on feedback: Show that the firm values input by acting on the feedback received. Communicate the changes and improvements made as a result of the survey to build trust and demonstrate a commitment to improvement.

• Engage leaders: Have senior leaders promote the survey and participate themselves. Their involvement can underscore its importance and encourage employees to engage.

The insights gained from employee surveys can drive positive change and strategic growth. However, the challenge of incomplete participation needs to be addressed to ensure that feedback truly represents the entire workforce. By understanding why some employees don’t participate and implementing strategies to increase engagement, AE firms can capture a more accurate picture of employee sentiment. This way, they can better address concerns, foster a positive work environment, and make informed decisions that benefit both the firm and its employees.

– Morrissey Goodale is a content partner.

Original content can be found at Morrissey Goodale.

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