The complete guide to launching a digital maturity scan that grows your business

Written April 23, 2025, by Nigel Lindemann

Why are companies investing in digital maturity scans?

A digital maturity scan is an interactive assessment that evaluates how advanced an organization is across key digital pillars. It provides a structured way to identify gaps and prioritize improvements.

A mid-sized consultancy had just rebranded around digital transformation. 

Their services were sharp. 

Their messaging was clear. 

But when it came to engaging new leads, they were stuck in the usual cycle—whitepapers, newsletter signups, and “book a call” CTAs that only worked with warm traffic.

That’s when their fractional CMO asked a different question:  

“What if we let prospects diagnose themselves first?”

A digital maturity scan is more than just a simple survey. It’s a structured, interactive assessment designed to evaluate how advanced an organization is across crucial digital dimensions, such as technology adoption, process integration, data utilization, and workforce skills.

Its core purpose is to provide a clear, objective picture of a company’s current digital state. By doing so, it helps leaders and teams identify specific areas of strength, pinpoint critical gaps, and strategically prioritize the most impactful initiatives for improvement.

Today’s business environment is defined by rapid technological evolution and increasing digital complexity. Many organizations and their leaders feel overwhelmed, uncertain about their position in the digital landscape or the most effective path forward for transformation. They frequently face challenges like:

  • Navigating Digital Complexity: With countless technologies and trends emerging, it’s difficult to discern which are truly relevant and valuable to their specific business goals.
  • Overcoming Internal Silos: Disconnected systems and inconsistent digital adoption across departments hinder collaboration and a unified strategic approach.
  • Measuring Progress Objectively: Without a clear framework, companies struggle to benchmark their digital capabilities, track improvements reliably, or build a compelling case for investment to stakeholders.
  • Optimizing Resource Allocation: Uncertainty about which digital capabilities are most critical can lead to fragmented investments that fail to deliver significant strategic outcomes.
  • Achieving Organizational Alignment: Gaining consensus across different teams on digital priorities is challenging without shared, data-driven insights into the current state.

This is precisely where a digital maturity scan demonstrates significant value. It provides much-needed clarity by offering a data-backed snapshot that moves beyond assumptions and subjective opinions. For companies, the scan delivers that vital first step: gaining a comprehensive understanding of their own digital readiness and needs.

Consider the mid-sized consultancy mentioned in the introduction. They possessed strong digital transformation expertise and clear messaging. However, attracting genuinely engaged leads, prospects who already recognized their need for transformative change, proved difficult. 

Traditional lead generation tactics like generic whitepapers or standard “book a call” buttons weren’t effectively identifying prospects based on their actual digital challenges or readiness level.

The digital maturity scan they developed wasn’t a superficial test; it was a sophisticated self-assessment built upon the consultancy’s deep expert framework. It delivered each participant a detailed profile outlining their company’s digital capabilities, clearly highlighting areas needing attention and suggesting actionable priorities tailored specifically to their assessment results. 

This immediately positioned the firm not merely as a service provider, but as a strategic advisor capable of providing objective insight and a potential roadmap.

This strategy aligns perfectly with a fundamental shift in modern buyer behavior. Today’s business decision-makers are well-informed and often cautious of direct sales pitches. They prefer to explore and understand their own challenges with a trusted partner who can offer unbiased, data-driven perspectives. A maturity scan achieves this by:

  • Delivering Immediate Value: Offering quick, personalized insights upfront, reducing the prospect’s initial commitment risk.
  • Empowering the Buyer: Providing prospects with a structured, self-guided way to evaluate their own situation.
  • Establishing Expertise and Trust: The scan’s intelligent design and relevant questions inherently showcase the consultant’s deep understanding of the client’s world, building credibility from the start.

For the consultancy in our earlier example, the scan rapidly became an indispensable tool. It didn’t just increase lead volume; it dramatically improved lead quality, connecting them with prospects who had just actively identified their need for expert help via the scan results.

The data gathered from these scans was incredibly powerful. It wasn’t just used for contact lists; it actively informed and enhanced multiple aspects of the consultancy’s operations:

  • Refining Sales Conversations: Sales professionals could begin discussions by referencing the prospect’s specific scan outcomes, immediately focusing on their identified needs and bypassing generic discovery.
  • Tailoring Proposals: Proposals were crafted to precisely address the gaps and priorities highlighted in the prospect’s scan report, making them highly relevant and persuasive.
  • Informing Service Development: Aggregated, anonymized scan data from multiple assessments revealed common market challenges and trends, helping the firm refine existing offerings and identify opportunities for new service development.

Crucially, because the scan was built on a scalable technology platform, its effectiveness didn’t diminish with increased usage. It worked seamlessly whether adopted by a small pilot group or rolled out broadly to hundreds of potential clients. It transformed their approach to business development from a passive activity into a strategic, insight-driven process that created value for both the potential client and the consultancy.

For consultants, coaches, and trainers, offering such a scan aligns perfectly with the modern client engagement model, providing compelling upfront value, enabling sophisticated lead qualification, and powerfully demonstrating your expertise from the initial interaction.

Feature Traditional Lead Magnet Digital Maturity Scan
 Value exchange  One-way: static content provided  Two-way: interactive input yields personalized results
 Personalization Limited or none High (tailored report based on specific input)
 Lead qualification Based on basic contact information Based on detailed assessment scores and responses
 Perceived value Moderate (information gain) High (diagnostic insight & actionable guidance)
 Sales enablement Limited (basic lead info) Strong (data-rich insight into client needs)
Expertise showcase Implicit (via content quality) Explicit (via structured model, questions, and report)

Unlike a static download, which offers a singular value exchange, a digital maturity scan initiates a dynamic, data-rich dialogue. It translates the broad concept of “digital transformation” into concrete, measurable dimensions, providing companies with the clarity they need and equipping consultants with the deep insights necessary to offer targeted, effective solutions.

What makes a scan more than just a lead magnet?

Unlike traditional lead magnets, a digital maturity scan offers a powerful two-way value exchange. It’s not just about getting contact information; it’s about intelligent interaction.

Most lead magnets, like a free ebook or a checklist, are designed to catch attention briefly. They offer useful information, but the value often stops after the download. More importantly, they tell you very little specific information about the person who downloaded them or their unique challenges.

A well-built digital maturity scan flips that model.

Instead of just giving away static content, you invite someone into a guided, insightful experience. You ask them thoughtful questions about their business situation and digital capabilities. You help them pause and reflect on where they currently stand.

In return for their time and insights, the participant receives significant value: a personalized score, a clear description of their current maturity level (perhaps Early, Emerging, or Optimized), a visual report highlighting strengths and weaknesses across different digital areas, and often, tailored recommendations for their specific next steps. This immediate, relevant feedback makes the scan highly valuable to them.

At the very same moment, you, the consultant or coach, receive crucial insights. You learn about their self-assessed maturity level, understand which digital pillars they are most concerned about, get a sense of their awareness regarding their challenges, and collect data points that indicate their potential needs and priorities. This goes far beyond simple contact details.

This isn’t just basic lead generation; it’s strategic positioning. By offering a scan, you aren’t just saying you’re an expert; you are demonstrating your expertise through a structured methodology. The scan itself is a tangible representation of your framework and how you think about solving the client’s problems. It shows you can provide objective analysis and a clear path forward, right from the start.

The consultancy mentioned earlier understood this. They didn’t just want names and email addresses. They wanted to smartly segment leads based on their readiness and specific needs. They wanted insights into market maturity trends across different types of companies. They designed their scan to feed both their sales pipeline and their thought leadership efforts.

And that’s precisely what the scan delivered.

Because the scan gave every participant a truly personalized result and actionable insights, it wasn’t seen as a sales gimmick. It offered real, perceived value. Participants often found the results so useful that they shared them internally or used them to start discussions within their own teams. Some were then prompted to actively seek follow-up help, like requesting a workshop or consultation.

For your business, the benefits of a digital maturity scan over traditional lead magnets include:

  • Personalized, diagnostic feedback delivered instantly to the participant.
  • Rich lead data enabling sophisticated segmentation based on actual maturity or readiness.
  • Much higher perceived value and increased likelihood of being shared internally.
  • Highly actionable insights for your sales team to personalize outreach and for your marketing team to refine messaging and content.
  • Powerful demonstration of your methodology and expertise upfront.

When your scan is built on your solid expertise, backed by a clear model, and delivers value with clarity, it becomes much more than just a form you fill out. It becomes a strategic asset, effectively, a product, that works for you.

What does a modern digital maturity scan look like?

Forget about those clunky, long assessments delivered as static PDF forms. The days of generic results are over.

A modern digital maturity scan is a completely different experience. It’s sleek, fast, and highly interactive. It doesn’t just ask a series of questions; it guides participants through a structured journey that feels professional, engaging, and genuinely valuable from start to finish

PP CASESTUDIES Maturity

Think about the user experience (UX). For the person taking the scan, it should be effortless. A modern scan features:

  • A clean, intuitive interface that is fully branded to your business, creating a seamless experience.
  • Clear progress indicators, like a progress bar or numbered steps, so participants know how far along they are and the estimated time to complete.
  • Mobile responsiveness, ensuring the scan works perfectly on any device – desktop, tablet, or smartphone.
  • Logical grouping of questions, often dividing the assessment into distinct sections or “pillars.”

These pillars are key. They represent the core dimensions of digital maturity as defined by your expertise and framework (e.g., Strategy, Technology, Data, Culture, Customer). By structuring the scan this way, you make the assessment process understandable and inherently demonstrate your intellectual property – your model for digital success.

The questions within these pillars are smart. They are often weighted, meaning some questions or areas influence the final score more heavily than others, based on your expert understanding of what truly drives maturity in that domain. This moves beyond simple scoring to reflect a nuanced view.

Let’s revisit the team from the consultancy. They knew their target clients were busy leaders. They didn’t want a bloated diagnostic that would take hours. They needed something that could be finished quickly – ideally under ten minutes – but still yield strategic insights. The scan they built used smart, weighted questions across their four defined digital pillars.

The most crucial part of a modern scan is its output: the personalized results report. This isn’t a generic score or a simple “You are X% complete.” It’s a tailored profile that reflects exactly where the participant’s organization stands and provides guidance on where they should focus next. A great report includes:

  • An overall maturity score or level (e.g., Beginner, Intermediate, Advanced).
  • Individual scores or levels for each digital pillar, showing relative strengths and weaknesses.
  • Clear visualizations (like bar charts or radar graphs) to make the results easy to grasp quickly.
  • Narrative descriptions that interpret the scores, explaining in plain language what their maturity level in each pillar means for their business.
  • Specific, actionable recommendations directly linked to their individual results. If the scan identifies a gap in a specific area, the report suggests concrete steps to address it, leveraging your expertise.
  • A built-in Call to Action (CTA), making it easy for them to book a call, download a resource, or learn more about how you can help based on their results.

These personalized reports are typically delivered instantly, both to the participant and to your internal team. This immediate gratification for the user enhances their positive experience.

Maturity Assessment Report 1024x630 1 1

Behind the scenes, the platform running the modern scan makes it powerful for you. It automatically calculates all scores based on your defined logic and generates these complex, personalized reports instantly. It also organizes the data, allowing you to segment leads based on their maturity levels and other responses.

For the consultancy, having this data readily available meant they could segment leads by maturity and tailor their follow-up precisely. Leads scoring low received content on foundational digital strategy, while those scoring higher might get information on optimizing specific processes.

Ultimately, a modern digital maturity scan becomes your dynamic lens into the market. It’s a tool that educates potential clients by giving them clarity about their own situation, qualifies them based on real insight into their needs, and positions you to serve them effectively, all before you even have the first personal meeting.

The scan is the engaging front-end that clients experience, backed by sophisticated logic and data delivery on the backend that empowers your business development.

What should you look for in a maturity model platform?

To effectively build and scale your digital maturity scan as a strategic asset, you need the right technology engine behind it. This platform is far more sophisticated than a basic survey tool; it’s the system that operationalizes your expertise, automates value delivery, and enables scalable lead generation.

Choosing the right platform is crucial. 

It needs to embody your methodology and integrate seamlessly into your business development process. 

Here are the core capabilities and features to prioritize when evaluating options:

  • Implement Your Custom Logic: The platform must allow you to translate your unique methodology and framework into the scan’s scoring system. Look for robust capabilities that support weighted scoring, where certain questions or sections impact the final result more than others, reflecting your expert view of what drives maturity. It should also handle conditional logic, showing different follow-up questions or results based on previous answers. This ensures the scan truly reflects your intellectual property.

  • Generate Dynamic, Personalized Reports: The platform’s ability to automatically create and deliver a comprehensive, personalized report for each participant is non-negotiable. This report must be dynamic – meaning its content (scores per section, overall level, specific recommendations) changes based entirely on the individual’s responses. This is how you deliver significant, tailored value at scale without manual effort for every single scan completion.

  • Enable Automated Delivery and Notifications: Efficiency is key for scalability. The right platform will automatically process scores upon completion and instantly send the personalized results report to the participant. It should also automate internal notifications, alerting the relevant person on your team that a new lead has completed the scan, potentially even including a summary of their results for quick follow-up.

  • Support Full Branding and White-labeling: Your maturity scan is a representation of your brand and expertise. The platform must offer extensive customization options, allowing you to apply your exact logos, brand colors, fonts, and layout. Ideally, it should support using a custom domain so the scan feels like an integrated part of your website, reinforcing your brand identity and building trust with participants.

  • Offer Seamless CRM and Marketing Integrations: To turn scan data into actionable business development activity, the platform needs to connect with your other essential tools. Look for native integrations or flexible API options that allow scan results (scores, key responses, contact information) to be automatically pushed into your CRM and email marketing platforms. This is vital for enriching lead profiles, segmenting your audience effectively, and triggering targeted follow-up campaigns.

  • Ensure Robust Data Security and Access Control: You will be collecting sensitive information about businesses. The platform must demonstrate a strong commitment to data security, employing industry-standard protection measures and complying with relevant data privacy regulations. It should also provide granular access controls, allowing you to manage exactly who on your team can view and manage the collected scan data.

In addition to these core requirements, consider these valuable features that can enhance your scan’s reach and effectiveness:

  • Integrated Analytics Dashboards: A platform that aggregates scan data into easy-to-understand dashboards provides invaluable insights. Go beyond just individual results; look for dashboards that show overall participation trends, completion rates, average maturity scores across different segments, and identify common strengths or weaknesses within your target market. This data helps you refine your strategy and content.
  • Flexible Embedding Options: The ability to easily embed your scan onto various web pages using simple code (like an iframe) allows you to place the scan exactly where your audience is, whether it’s on a specific service page, a blog post, or a dedicated landing page, creating a smooth user journey.
  • Multi-language Capability: If you serve or plan to serve clients in different regions or with diverse linguistic needs, a platform that supports multiple languages for the scan interface and reports is a significant advantage, expanding your potential reach.

Choosing the right platform is an investment in the future of your consulting or coaching business. It transforms your intellectual property into a dynamic, scalable engine for lead generation, market intelligence, and demonstrated expertise.

Questions or remarks?
We try to keep our blog articles up-to-date, but technology evolves very quickly of course. If you notice anything inaccurate in my discussions of the AI tools for consultants here, don’t hesitate to get in touch. If you just want to connect and exchange ideas or know more about the Pointerpro platform, I’m more than happy to answer all your questions too.

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How can you get started with your own digital maturity scan?

Launching your own digital maturity scan might sound like a big project, but it doesn’t have to be overly complex to start delivering value. The most important step is deciding to treat your scan not just as a marketing campaign asset, but as a foundational product for your business development.

Think of it as operationalizing a piece of your core methodology.

Here’s a breakdown of how to get started, with practical advice tailored for consultants, coaches, and trainers:

  • Define Your Maturity Model: This is where you map your expertise. Identify the 3 to 5 key pillars or dimensions that are most critical for success in your niche (e.g., for a sales coach, these might be “Lead Qualification,” “Pipeline Management,” “Closing Techniques,” “Relationship Building”). For each pillar, define what the different stages of maturity look like in practical terms (e.g., “Beginner,” “Intermediate,” “Advanced,” “Optimized”). Describe the observable characteristics or behaviors at each level. This model is your scan’s backbone.

  • Design Clear, Weighted Questions: Craft thoughtful, concise questions for each pillar. Aim for around 5 to 7 questions per dimension. Focus on questions that ask participants to reflect on their current state or practices – questions that reveal capability gaps or strengths. Use language that is easy for your target audience to understand. As discussed earlier, strategically weight these questions based on your expert view of their importance to overall maturity in that area.

  • Decide What Your Scan Delivers: How will participants receive their personalized insights? Will it be a simple visual scorecard displayed instantly, a more detailed downloadable PDF report, or an interactive web-based result page? Crucially, determine what specific, actionable recommendations you will provide based on their results. This is where your coaching or consulting guidance begins. For example, if a scan reveals low scores in the “Data Utilization” pillar, a recommendation might be “Implement a system for tracking key performance indicators” or “Schedule a workshop on understanding sales analytics,” potentially linking back to your specific services.

  • Choose the Right Tool: Select a platform that provides the core capabilities we discussed in the previous section. It needs to support your custom scoring logic, generate dynamic and branded reports automatically, integrate with your CRM and email tools, and offer the necessary security. Your platform choice enables the scalability and automation that makes the scan a product, not a manual task.

  • Build for Scale from the Start: While you can start simple, design the scan knowing you want it to scale. This means configuring the automation and integration features from day one. Think about how leads will be segmented based on results and how automated follow-up emails will be triggered. Setting this up early saves you significant rework later.

  • Start Small and Iterate: You don’t need the perfect, most complex scan on day one. Launch a minimum viable scan (MVS) with your core pillars and a manageable number of questions. Get it out there, promote it, and start collecting data and user feedback. The best scans evolve over time.

As you begin collecting results, you gain invaluable real-world data from your target market. You’ll start to see patterns: recurring strengths, common gaps across industries, overlooked priorities your audience faces. 

These aggregate insights are gold. 

They can directly help you refine your marketing messages to speak directly to proven needs, improve your service offerings to address common gaps, and create new content (webinars, articles, workshops) that directly reflects what your audience is telling you through their scan responses.

A well-executed digital maturity scan does far more than just generate a list of leads. It operationalizes your unique expertise, sharpens your value proposition by clearly showing potential clients where they stand, and helps you effectively serve the right people with the right solution, based on actual data. It becomes a continuous loop of value delivery and insight generation.

To see how you can build your own digital maturity scan, without relying on a developer, schedule a demo today.

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Performance assessment tactics and performance review examples for consultants and HR professionals

Written April 22, 2025, by Jeroen De Rore

Maya is hired as a consultant by a fast-growing company with 200 people to boost employee development. The performance assessment system in place today? A yearly employee evaluation form every manager fills out about their team members and a few HR-led check-ins. But performance is stalling, motivation is dipping, and employee churn is creeping up. Maya knows her expertise can turn things around but right now, she’s expected to steer a ship through fog with a broken compass.    

Stay aboard as I chart a better course for HR specialists like Maya:

From performance questionnaire to report

What is performance assessment?

Performance assessment is supposed to be a structured evaluation of an employee’s contribution, development, and alignment with company goals. Unlike what the company in the example above seems to think, it goes beyond annual reviews. Performance assessment should be a cycle of interaction between an employee and their employer.

At its best, performance assessment is not just a judgment process but a continuous growth mechanism – for both individuals and the organization.

What am I not talking about here? Skill-, behavior- or personality assessments. Even though I think these should unmistakably be considered by anyone in charge of employee development – and in fact many Pointerpro users in the realm of HR do develop hybrid assessments that dig into them altogether – in this article I want to focus on appraisal around the work an employee delivers. In other words: performance review.   

Common performance review examples

If you ask around, you’ll find different go-to formats traditional HR departments use. Typically, organizations that ask their managers to complete a yearly employee evaluation form for each of their team members use the following:

Example 1: Numerical rating scales

These are the 1-to-5 or 1-to-10 scoring systems, often favored in industries like manufacturing, retail, and call centers – environments where performance is expected to be measured and tracked at scale. These numerical rating scales offer a quick way to compare performance across teams, but they rarely tell the full story on their own.

  • When it works best: You need consistency across teams or locations, and you’ve taken the time to define what each score actually means. 
  • Where it falls short: When it’s treated as a shortcut. Without context or conversation, numbers become noise and employees are left guessing what to do with it.
Performance rating scale example

 

 

Example 2: Narrative evaluations

You’ll often find this approach in nonprofits, education, healthcare, or companies that pride themselves on a strong people-first culture. Managers write a few paragraphs about each employee’s contributions and development – which opens the door to nuance, but also introduces subjectivity and inconsistency.

  • When it works best: You want to highlight context, soft skills, or personal growth that doesn’t show up in metrics. Especially useful in smaller teams or for senior roles.
  • Where it falls short: When you’re trying to compare performance across a team, or when managers aren’t trained in giving clear, constructive written feedback.
Generic narrative evaluation example

Example 3: Goal-based assessments

This format is common in tech companies, agencies, and startups that operate with OKRs or project-based planning. It focuses on whether employees delivered on individual goals – assuming those goals were clear and regularly tracked throughout the cycle.

  • When it works best: You’re in a very results-driven environment where goals are reviewed regularly and employees have ownership over them.
  • Where it falls short: Goals are set once, filed away, and reviewed 12 months later without context – turning the whole process into a memory test. 

 

Goal based assessment example

Performance evaluation: examples of frameworks

Each of these go-to examples has its merits, depending on the maturity of the organization and its culture. But they often fall short when they’re not anchored in some type of framework that represents the HR consultant or manager’s vision on performance management. As a result, these formats merely become isolated tools without context, feedback or follow-up.

Example 1: The 9-box grid

This classic matrix maps employees across two axes: performance and potential. It helps identify top performers, those ready for leadership, and those who might need more support. It’s especially useful for talent mapping and succession planning.

 

Performance assessment 9 box grid

 

  • Works well with: numerical rating scales, where the performance score can help determine grid placement. For example, a “5” performer with high potential might land in the top-right “future leader” box.

Tip: Supplement the numbers with a narrative evaluation to understand why someone lands where they do – especially if you’re planning promotions or development tracks.

Example 2: Role-impact mapping

In fast-growing or evolving companies, traditional role definitions often lag behind actual responsibilities. Rather, there are important goals for the company on which specific actors are expected to have a positive impact. Role-impact mapping helps you evaluate employees on the scope of their impact – to help shape company-wide outcomes. In the role-impact mapping example below, you see the impact of a marketing employee on the reduction of customer churn.

 

Role impact mapping example

 

  • Works well with: goal-based assessments. In fact, it is a goal-based assessment anchored in a model designed to achieve a particular goal for the organization. The narrative evaluation can be a useful complement to give insight into how someone contributed exactly.

Tip: This framework shines when you’re evaluating employees in cross-functional roles or where “stepping up” isn’t tied to formal promotions yet.

Example 3: The balanced scorecard

A balanced scorecard evaluates performance across four perspectives. Originally the balanced scorecard was designed to evaluate strategic business performance from a customer perspective, financial perspective, internal process perspective and a learning and growth perspective.

In the HR and employee performance context these dimensions are reinterpreted. Typically the balanced scorecard for HR evaluates across results or output (what the employee delivered), behavior (how the employee delivered it – using which skills), collaboration (how did they collaborate, communicate and influence others), as well as growth and learning (have they gained any skills or adapted to situations)  

 

Balanced scorecard for employee performance (1)

 

What makes this scorecard balanced is the fact it ensures that performance is not judged on output alone.

  • Works well with: goal-based assessments. Since you can use quantifiable results, and apply numerical ratings across the other three dimensions, it all amounts to a very complete and objective evaluation, allowing you to measure progress in the future.
  • Tip: Assign a weight to each area based on the role of the person you’re evaluating. For example, a junior employee’s overall score might be 30% collaboration-based, 20% result-based, and 50% growth-based. This idea is commonly known as custom scoring. Our colleague, Bruno explains it in simple terms below.

Bottom line about performance frameworks

Having spoken to many HR consultants and experts who use our platform, I’d say the framework you choose entirely depends on the situation. The experts I’ve spoken with actually choose to develop their own approach. It allows them to make performance evaluation more flexible and tuned to their own hands-on experience. Another reason of course to develop their own performance assessment framework – especially in the case of HR consultants – is that it opens the door to trademarking and productization. In other words: making it possible to sell the framework for a fixed price to their customers, without having to invest the hours of actually conducting the assessments themselves. 

LinkedIn profile Jeroen De Rore Pointerpro 1024x417 1
Questions or remarks?
We try to keep our blog articles up-to-date, but in the world of consultancy, HR, and digital solutions, things evolve very quickly. If you notice anything inaccurate in my discourse here about performance assessment, please don’t hesitate to get in touch. If you just want to connect and exchange ideas or know more about the Pointerpro platform, I’m more than happy to answer all your questions too.

Contact me

Who evaluates in performance assessment? 4 best practice examples

So far, we’ve basically looked at employee performance review methods and the frameworks in which these methods can be anchored. One question yet to address is who should conduct the performance assessment?

Let’s dive into 4 practices to consider:

  • Self-appraisal
  • Managerial appraisal
  • Peer assessment
  • 360 review

Practice 1: Self appraisal in performance reviews

When employees assess their own performance, it’s not about fishing for praise or downplaying weaknesses. Done right, self-assessments help employees reflect on their progress, clarify their goals, and take ownership of their development. 

 

Self appraisal mechanism advantages

The key is structure. A blank comment box won’t do much. Prompt them with specific self-appraisal questions:

  • What achievement are you most proud of this quarter?
  • Where do you feel stuck or in need of support?
  • Which company value do you feel you’ve best demonstrated, and how?

Open questions like these give managers useful insight into how the employee sees their role – and whether there’s alignment or a disconnect in expectations. Many consultants I’ve spoken with tell me self-assessments are where the real coaching opportunities start.

However, bear in mind that you probably want to make answers from an employee’s self-appraisal measurable and comparable to what others who assess the person’s performance answer. To that objective, it’s useful to opt for multiple choice questions, with pre-determined answer options.
Here are the two open self-appraisal questions, transformed into multiple choice questions:

What achievement(s) are you most proud of this quarter?

A. Successfully completed a major project or initiative
B. Improved a key process or workflow
C. Exceeded personal or team performance goals
D. Received positive feedback from a client or stakeholder
E. Took on a new responsibility or skill

Where do you feel stuck or in need of support?

A. Managing workload or prioritizing tasks
B. Clarifying expectations or goals
C. Collaborating effectively with others
D. Developing specific skills or knowledge
E. Staying motivated or avoiding burnout
F. I’m not feeling stuck at the moment

Manager appraisals are the bread and butter of most performance review processes. And for good reason: managers usually have the most day-to-day visibility into what an employee delivers and how they go about it. But “visible” doesn’t always mean “well-observed.”

To make manager evaluations meaningful, there needs to be structure and habit. Encourage managers to log performance observations over time – not just in the two days before the review is due. The goal is to go beyond vague feedback like “good attitude” or “needs to step up,” and point to specific examples tied to expectations, behaviors, or goals. 

Practice 2: Manager performance appraisal

Manager appraisals are the bread and butter of most performance review processes. And for good reason: managers usually have the most day-to-day visibility into what an employee delivers and how they go about it. But “visible” doesn’t always mean “well-observed.”

To make manager evaluations meaningful, there needs to be structure and habit. Encourage managers to log performance observations over time – not just in the two days before the review is due. The goal is to go beyond vague feedback like “good attitude” or “needs to step up,” and point to specific examples tied to expectations, behaviors, or goals. 

Practice 3: Peer assessment

Peer assessments are a smart way to surface what managers don’t always see: how someone contributes to team dynamics, supports others, or navigates collaboration under pressure.

Used right, this input is gold – but it needs direction, generally more so than in the case of a manager’s performance appraisal. Without structure, you’ll either get shallow compliments or the occasional unnecessary jab. 

It’s better to not frame peer feedback around “assessment.” Rather, frame it as insight for development. This shifts the mindset from judging a teammate to contributing to their growth – which also lowers the social pressure of giving feedback.

 

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When to use:
This is most ideal when you’re running a small, low-stakes pilot to put your own new 360 framework to the test. In other words, when you’re working with a handful of participants and reviewers. It’s great because there’s some flexibility and automation in the process and your setup cost is basically included in your Microsoft or Google subscription. 

Key limitation:
This practice is basically a data dump (pardon my French). Everything after data collection is manual work… unless you go for the medium set-up below.

Practice 4: 360 review

Simply put, a 360 review process means you bring together the self-appraisal and the evaluations by managers and peers (and depending on the situation, sometimes direct reports, partners or customers). The employee isn’t just getting a performance review. They’re getting a mirror held up from every angle.

Because of this, 360s are best used for development, not compensation or promotion decisions. They’re especially effective during leadership transitions or when coaching high-potential employees.

What makes a 360 work is clarity. Some crucial questions to answer for yourself as an HR manager:

  • Who will be providing the feedback and why?
  • What behaviors or competencies are they rating?
  • How will the results be shared – and used?

I zoomed in on these aspects in another blog article dedicated to the 360 review process.

One useful tip I do want to underline here: Understand that the key opportunity of a 360 assessment is to get a benchmark between how your employee perceives their performance versus what the overall consensus is. 

It’s not about what person X or person Y or Z have to say about the employee e’s performance, it’s about recognizing patterns that need to be addressed with the right feedback. 

And therefore, you’ll need a digital performance assessment process.

Beyond an employee evaluation form: How to build a true performance assessment and performance report

With the ideas and practices I’ve just shared, an HR consultant like Maya from our introduction may be well-equipped to help the company she’s consulting for to weather a storm. She’ll most likely capture useful insights into why talented employees abandon ship or why they aren’t rowing in the direction management needs them to. 

And yes, she’ll be able to correct some of that if she’s able to report it effectively – and if the right feedback is delivered to the employees in question. However, to help the company see and sustainably navigate through the fog, she needs to put a durable performance assessment mechanism in place. Of course, this is the 21st century. So she shouldn’t rely on an old-school, magnetic compass. 

She needs a digital assessment process. A compass that’s precise, real-time, and smart enough to keep up. Such a process doesn’t stop at using a simple digital employee evaluation form to collect the answers. 

There are two key components: smart performance assessment questionnaires, plus automated (and personalized) reporting. Let’s dive in those, before we wrap up: 

From performance assessment questionnaire to conversation: How to design performance assessments that drive action

A performance questionnaire is more than a list of questions – it’s the foundation for insight. The quality of your questions determines the quality of the feedback and ultimately, the quality of the decisions that follow.

Here’s what the best-performing consultants and HR teams keep in mind when designing them:

1. Structure for consistency

Use a mix of question types to balance measurement with nuance:

  • Rating scales (e.g. 1 to 5) help track growth over time
  • Multiple choice provides clarity and avoids vagueness
  • Open-ended prompts give room for personal reflection and context

Always group questions around core themes of your framework – e.g. if you use the balanced scorecard framework we discussed this would be: results, behavior, learning, collaboration. That way, your analysis will reflect not just performance as a whole, but specific areas that need focus.

Do you want to avoid the respondent catching on to the structure? Sometimes this may indeed influence their response behavior by inciting them to answer the questions consistently – a phenomenon known as anchoring or consistency bias.

No problem. Most HR assessment tools offer a “question grouping” or “question block” functionality that allows you to randomize the questions in the actual questionnaire but nonetheless calculate a score or an outcome based on the response data. 

 

Question grouping

2. Design for dual use

Every question should serve two masters: the manager and the employee. It should collect concrete data and spark useful conversation.

  • For example, instead of asking: “Did the employee meet their goals?
  • Ask: “Which of the goals did the employee make the most progress on?”
  • And follow up with: “What helped the employee most to progress?”

The right questions prompt better awareness, and better coaching moments afterwards.

3. Use question logic so the questionnaire doesn’t become a drag

Follow-up questions are great. But don’t make the questionnaire too long either, because you don’t want survey fatigue to impact the quality of your respondent’s answers.

Use an assessment tool that allows you to set up question logic (also known as “skip logic” or “branching” or “survey logic”).

 

 

Let’s take the earlier example again:

  • You asked: “Which of the goals did the employee make the most progress on?”
  • Imagine your respondent picked answer D: “The employee didn’t really make progress.” 
  • Then your logic will be not to ask “What helped the employee most with the progress?”

Here’s what that would look like in Pointerpro’s Questionnaire Builder setup.:

 

Question logic (2)

 

Nobody enjoys answering 60 questions – especially if they’re reviewing multiple people. Aim for a review that takes 10-15 minutes tops. Typically for purposeful assessments like these, 20-25 questions max is a sweet spot for any respondent.

A great trick to use your respondents’ willingness to participate to the max?
Applying question logic – often referred to as survey logic. Here’s another video by my colleague, Stacy, who explains it yet again very clearly.

4. Think reporting-first

The purpose of a well-structured and digitalized performance assessment process is to be able to deliver consistent high quality feedback that is backed by (response) data.

Therefore, think ahead about what the feedback would be in function of each potentially chosen answer – or in function of combinations of answers for groups of questions.

Let’s say a manager answers that an employee didn’t contribute to a specific team goal over the past quarter. 

The feedback will be entirely different if the employee also didn’t spend any time in training according to the manager versus when she indicates the employee has been following training. 

In the latter case, the employee should be able to contribute to this team goal in the future. In the first case, the feedback would be: “Sign up for some training, please!”

Performance reporting and feedback: Key tips

And that brings us to the kicker of this article about performance assessment. If you do the homework of formulating the feedback, tips and next steps ahead of time – in function of potential responses or scores on question groups, then you get to generate personalized performance reports on autopilot.  

Literally, the click of a download button at the end of the questionnaire leads to a full-blown, branded performance review PDF. If you want more info, check out our blog article that explains the automatic PDF generator for personalized content in a bit more depth. 

 

From performance questionnaire to report (1)

But here’s the thing: even automated reports need to land with the right message for the right person.

Let’s stick with the common case, where the manager takes the questionnaire to assess their employee’s performance and then delivers the automated report with personalized feedback to that employee. 

Tip 1: Use the “Peak-End Rule” to structure the report

The Peak-End Rule states that people remember an experience mostly by its emotional high point and the end moment. And as you probably know, receiving a performance evaluation can be quite an experience.

Here’s how you use that insight to get more memorable and therefore impactful reports, even if they’re based on digital assessments that mostly use close-ended questions (like rating scales or multiple-choice).

  • Clearly dedicate a section to performance highlights: For instance, if you use a 1-to-5 rating scale across various performance dimensions, the highest-rated dimensions are your natural peaks. Using the right formulas in your report builder to populate the foreseen pages automatically with charts and conditional feedback that vividly emphasize these peaks.

 

Performance assessment positive highlight

Tip 2: Insert micro-learning recommendations

Receiving a performance report should be a learning opportunity for an employee. Especially, if you’re a consultant who sells off-the-shelf assessments to organizations, integrating learning resources in reports will make you stand out as someone who delivers added value.

Quick example:
“Since your negotiation skills can use some sharpening up, check out Chris Voss’s short TED Talk ‘Never Split the Difference.’ It’s a powerful 15-minute session that will help you immediately upgrade your approach in sales conversations.”

As you can see, you don’t need to come up with all this learning material yourself. It’s enough to curate quality content in your report. You can develop learning material, of course – if your core business is coaching or training – but simply pointing to quality online resources makes a huge difference already.

 

Why does it make such a difference? Because with auto-personalized report generation you make sure the right recommendations show up, in function of the calculated scores – based on the questionnaire responses. 

Training solutions specialists have indicated that microlearning leads up to a 300% increase in employee engagement scores.

Wow prospects with Pointerpro-built automated reports​

 

Here’s a quick introduction on how Pointerpro works, brought to you by one of our product experts, Chris.

This is what clients say about us:​

Tip 3: Integrate an active feedback reflection section

A Harvard Business School study where new employees were divided into two groups – one group spent 15 minutes at the end of each workday reflecting on what they had learned, the other not at all – pointed out reflection boosts performance by almost 23%

So, instead of simply handing employees their report and assuming they’ll reflect on it, create a structured opportunity for active reflection right inside the report itself. 

Don’t forget, your auto-personalized reports can be PDF printouts. As an L&D expert or specialized consultant ot coach you could invite people to reflect in handwriting on the reflection pages and take that into a follow-up workshop. The international Vlerick Business School in Belgium uses auto-personalized reports very systematically to get more individual engagement in class sessions.

Performance assessment reflection section example

A final word: automate performance assessment, but stay human

Digital performance assessment doesn’t mean robotic assessment. If anything, automating the mechanics of assessment frees you up to be more human in how you deliver feedback, set goals, and support growth.

If Maya builds a system like this for her customer – combining smart questionnaires with tailored, auto-generated reports – she’ll leave behind more than just a performance process. She’ll leave a legacy: a culture of continuous improvement, shaped by real data, real conversations, and real progress.

And as for herself, she’ll be able to scale her consultancy by offering a single, refined product. In other words, no repetitive take-ins, complex spreadsheets, manual reports, and many other lost hours she can’t spend on improving her own knowledge and skills.

If this sounds interesting to you too, get in touch for an intro call about your challenges and get a personalized demo of the Pointerpro assessment platform.

PS. To be sure you’re consistent in the actions you attribute to the people who are assessed, of course you’ll apply scoring formulas and conditional rules – as in many other places in your report.

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Unlocking employees through coaching: 4 techniques

Written May 14, 2020, by Rebecca Willis

For many years management, as well as training, was authoritarian and excluded the individualization of approaches. Management set goals and objectives. Employees simply had to fulfill them. The company came up with a way to train the employee, it determined the courses, and noted the passage of such with ticks.

However, in modern conditions, this approach does not work. Such plans are not only ineffective, but fundamentally do not correspond to personal preferences and goals of people. This devalues the importance of man as part of the business mechanism. Consequently, involvement is falling.

A radically different approach offers coaching. It is aimed at studying personal preferences, as well as the characteristics of employees and their further use in work. This allows you to create a culture in which each person is supported and encouraged in individual approaches to learning. Below are 4 techniques to help unlock your employees.

 

1. Find true motives​

To increase the productivity of subordinates, use their true motives. There are 3 main motivators that can lead to better results.

 

Autonomy

It allows you to get a sense of independence from other people. A person is able to structure his work himself, he does not need the approval of someone else.

Solution: give employees more autonomy, give the necessary information and resources for work. Then just step aside and allow yourself to act.

 

Skill

It is important for people to feel like real professionals. They must understand that they possess valuable skills.

Solution: create a library, provide access to training materials and other resources that allow subordinates to develop and improve their skills.

 

Goal

Employees need to understand that their work is not just a way to make money, but the ultimate goal. In the vast majority of cases, they want to improve the world. However, the work takes a huge part of the time, so it’s almost impossible to realize the potential and help others, except as in the company. Give employees the opportunity to become part of something more. It motivates them very much.

Solution: show that the activity of the ward affects the key processes of the company. Look for new ways to attract employees to more global tasks.

These motivators allow you to achieve better results. They help make employees more autonomous, both individually and as a team. Thanks to this, you will need less time to control, and the work will reach a new level.

 

2. Increased neuroplasticity​

Do you want to improve employee performance? The best way to do this is to increase their ability to be successful.

Neuroplasticity is the ability of the brain to create new neural connections. It depends on how well a person copes with complex tasks. Therefore, to improve performance, you need to train this.

Do not worry, the brain is inherently similar to a muscle, which means that constant training increases its performance. Below are 2 effective ways to train.

  1. Learn something new. The type of hobby does not matter, the main thing is to constantly replenish the list of your skills. Be sure to choose something new every time that you still don’t know.
  2. Perform challenging tasks. Riddles, intellectual games, puzzles are perfect for this. The main thing is that they are low in stress.

Adapt these methods to your command, you can combine them or apply separately.

Training for neuroplasticity will help you to achieve outstanding results. As the brains of people become more flexible, employees will better absorb and remember new information. So it’s more efficient to cope even with the most difficult tasks.

Solution: try to use the practice of successful companies. They allocate a certain number of working hours per week for the implementation of their own projects. Moreover, projects should be associated with the company to some extent. This practice has helped Google to create many interesting products that are popular among users even today.

If this is not possible, practice the development of neuroplasticity through training. Each company is a set of specific rules. Keep them in mind and find a way to improve your employees’ ability to solve complex problems. In the long run, it will more than pay off.

 

3. Help to focus on the essentials​

The modern world is characterized by a huge amount of information. These streams scatter attention. Therefore, it is often difficult to understand what it is better to focus on here and now. As a trainer, you need to help your wards figure out what really matters.

According to studies conducted by the Business Horizon’s Journal, the following became clear. The best leaders help teams structure their time to achieve their goals, and see a summary picture. A competent approach to the coach involves communicating the expected results to subordinates and providing the opportunity to postpone non-priority tasks.

Studies also show that employees need to understand the clear expectations of the end result. Provide a list of actions that will be required to complete the project. Complete the list with deadlines for each action if you plan to check them during the course of the work. This will help to understand at what speed to move.

Solution: at the meeting, get information from employees about the organization of the implementation of current tasks. Help to arrange the work in priority order, specify the deadlines and the value of each task. Check out the to-do list, indicate which is not particularly important. Share your to-do list with the participants to keep everyone informed.

4. Practice 3’Es high-performance communications​

To improve overall results, you need to improve communication within the team. According to Harvard Review, the leaders of more successful teams focus on training communication skills and interacting with each other, instead of developing the talents of each individual subordinate. Team play helps to solve problems better and faster, as each participant turns to the other for help. Instead of trying to solve everything yourself. Thus, employees do not spend extra time developing skills in which they are not competent. Below are three key communication characteristics that can significantly improve team performance.

 

 

Energy

People must communicate with each other, personal communication is a priority. In the background is interaction via telephones, video conferences, and correspondence. This helps subordinates to interact with each other, gives an understanding that they are working on a common cause. It is not necessary to insist on communication daily, but it must be constantly maintained.

Solution: convey importance to each employee about the need to interact with each other. This will help maintain a high level of engagement among all team members.

Action step: Encourage people in your team to meet each other and emphasize the value of collaborating with each other. This will maintain a high level of interest in the work.

 

Engagement

Reflects the level of engagement of each individual participant. A high-interest team shows a higher level of engagement. A similar trend works and vice versa. This means that less involved teams have only one or two interested people, while the rest are much lower. Please note, in the vast majority of cases, teams with high involvement show better results.

Solution: evaluate the team, find out its level of involvement. Identify subordinates with a lower degree of interest. Spend most of the time on training for those participants who need to convey the importance of interacting with other people, focus on their social skills.

 

Exploration

Successful teams not only share skills and experience with each other, but they are also in constant search for new ideas. They research the activities of other companies, attend thematic events, read a lot. After that, they talk about the acquired knowledge to the rest.

This approach is especially important for innovation teams. Since being in the same environment all the time limits the ability to create something new.

Solution: Encourage team members to do ongoing research and share findings with other members.

“Encourage employee engagement with the gameform. Earn points for each jointly achieved goals, and at the end of the month determine the leading teams. To make the game understandable and interesting to everyone, make simple rules, designed in a convenient and visual form.” – Explains Peter Brook, director of content marketing at Ivory Research.

To ensure the best possible performance, identify the most important indicators for evaluating team performance. Below we provide an example:

 

 

Thus, Stan became the leader for the current period. One of the key aspects of achieving goals is team play. Therefore, in addition to a separate motivation, a team should also be present. Summarize the points of all participants, and determine the rate of performance indicators. Each company will have its own KPI, depending on the specifics of the activity. Team achievement should be further encouraged. Moreover, indicators should always be in front of your eyes and accessible to each participant.

Conclusion​

Improving the efficiency of employees is a constant job. The best leaders are constantly searching for new methods and carefully monitor the behavior of employees. A good understanding of the motives and characteristics of each participant helps to achieve truly outstanding results. Use the techniques given above and you will certainly reach the heights and good performance of subordinates.

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Increase your employee survey participation rates: 10 Tips you need to know

Written October 22, 2021, by Gloria Kopp

Employee surveys are a rather taboo subject in most businesses. To calculate the employee participation rate for your survey, you can simply divide the number of employees who participated in your survey by the total number of employees in your company.

Of course, ideally, you’re going to want a 100% response rate, but this is never normally the case.  An average industry sits around the 50% mark, but some companies have managed to boost that to around 80%, sometimes even as high as 95%. 

For some businesses, this level of participation is extraordinary and may seem like a daunting and overwhelming task, but it’s not impossible. There are three main reasons as to why an employee may not participate in a survey.

  • Firstly, it’s because they have been an employee through several surveys and no change seems to come of the results.
  • Some employees will have things they want to say about their place of work but will not want to be identified and ‘punished’ for their points of view.
  • Finally, in a busy place of work, the manager may not see the importance of the survey and not put enough emphasis on why it must be completed.

Whatever the case for your business, here are eight tips you need to know to boost those all-important participation rates.

1. Get your management on board

The first, and most important, step you need to take is getting your management teams on board to see and share the importance of your surveys. During the stage where the survey is running, your managers must be highlighting to the employees that the survey is happening and the benefits of it.

The managers must also allow your employees enough time to complete the survey properly while addressing any fears of identification that they may have.

For example, if Sally, a low-level worker has had an argument with her team leader over something she deems is unfair, or a rule in the company that has affected her, she needs to feel welcomed that her opinion can be stated in the survey anonymously. If the problem is reoccurring, there’s an obvious problem in the company that needs to be addressed
– explains Vera Downes, a Customer Relationships Manager at Australian Help.

2. Encourage accountability within your company

Your managers and leaders in your company need to be held responsible for the participation rates in their own departments or branches. There’s no way around this point as your managers are directly in charge and have the ability to make the survey reach 100%.

They key to making this happen is by influencing your managers to know that the authentic participation rate is a direct indicator of their ability to lead and manage in their role.

3. Highlight the results from previous surveys

As mentioned in the intro, one of the biggest drawbacks of employee participation is employees not believing that the survey will have any effect on the company. This can be resolved by including results and statistics from the last survey and showing how the company has improved, based on these results.

One of the best ways to do this is not to just talk about the action when the survey is coming up or has just been completed. Aim to highlight everything that’s going on on a quarterly basis to make sure that the survey is always fresh in your employee’s mind.

As an example of one of better ways to approach this, you could even use tools like Slide Share and Prezi to create presentations, allowing managers to talk through the changes that your business has made physically.

4. Promote your survey in all available channels​

It’s vital that you make your survey as accessible to your employees as possible. This may mean having it available online, in a paper format, or even through a website that your employees can fill out at home on their own. The more accessible you make your survey, the better received it will be.

To make this really easy, you can use a survey maker like Pointerpro. Which allows respondents to take a survey whenever they like, on their own mobile devices during their commute, or at work on their tablet or laptop.

However, you can’t stop there; you’ll also need to promote your survey as much as you can. This means creating posters, sending out emails and using your managers to educate your employees.

Get as creative as your budget allows. You can also use tools to make this promotion content on a budget, such as Paper Fellows, whether it’s graphical or text-based media.

5. Create competition between branches or departments​

If you have multiple branches, such as a supermarket chain, and you’re planning to run an employee survey, why not run an inter-branch competition to see which store has the best participation rate. You can include a prize for the best store, such as a meal out or a gift voucher for every employee and manager.

This is a great way to get everybody on board and ready to finish their survey as quickly as possible.

6. Communicate instructions and timelines clearly​

As with any aspect of the business world, communication will be the key to your success. Every meeting you have with your managers, every meeting they have with their team leaders and then down to their employees, as well as every phone call, email and instant messaging in between needs to be focused and professional.

Be sure to allow any level of the chain to ask questions and be proactive in making sure all channels of communication are open for maximum participation.

If you don’t already use them, monthly newsletters can be a highly effective way to communicate with all levels in the chain of command, a newsletter that can be easily created by writing services such as Essay Roo.

7. Be creative, make it fun, and engage participants​

This may be easier said than done but it’s important to get creative with your survey to make it as fun and as engaging as possible. Obviously, this will also depend on your business and the nature of your industry.

LAMMICO, a company who runs surveys, got really creative by offering out tic-tacs as a thanks for their ‘commit-mint’, a survey that turned over a 90% participation rate.

8. Offer an incentive for completing your survey​

This could be one of the most uncommon ways to highlight a survey as it can be very expensive, but it does work. With simple, playful widgets like a digital scratch card, a slot machine, or even a leaderboard to increase group competitiveness, you can create great results!

Offering incentives can help to boost an employee’s desire to finish and complete a survey, but you can’t go handing out incentives to all employees unless you run a small company.

Instead, why not state that every finished and authentic survey is an entry into a prize draw where one big prize can be won?

9. Guarantee anonymity of participation​

Most employees will be less inclined to fill out your survey (honestly) when they know their name is attached to their responses. 

On top of that, it provides a risk of “social desirability bias”. This glitch can be defined as a response bias where people tend to give socially desirable answers. Answers that they think are considered as favourable to a certain authority, but aren’t necessarily how the respondent really feels or thinks about a certain matter.

So, guarantee that the survey is anonymous, that there are no “right” or “wrong” answers, and that the responses will only be used to create a collective image, not an individual assessment. It’s best to mention this in the intro screen of your employee survey to immediately set your employees’ minds at ease.

When you have absolute honesty, it will be easier to make for example worker classification more accurate, which is necessary for any company with more than a handful of employees.

10. Communicate the value of your survey​

Sometimes, all it takes to convince someone is by communicating the value of a certain action.

You can imagine the following conversation face to face in the office, BUT you can also anticipate and incorporate your reply in your communication when spreading the survey through email or other channels:

Employee: “Why do I have to fill out this survey?”

Management: “This survey is created to improve working circumstances by listening to your current challenges and pain points. The survey results will help management to create an improved working environment.”

When you hear your manager cares about you, it’s hard to say no, now, right? 🙂

Conclusion

As you can see, there are so many aspects that go into making a successful employee survey a success, many of which come down to communication and making sure that the people who are responsible, i.e. your managers, are on board. With the best forms of communication in place, you’re sure to see a rise in those all-important participation rates.

Quickstart: With employee survey templates

 If you’re ready to implement employee surveys in your work environment, look at these ready-made templates, built for higher participation rates:

Other resources:

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