Surveys have proven to be an indispensable tool that organisations use to gather critical insights. As surveys are more rapidly adopted, the how and when of data collection has evolved. Employee Engagement, Employee Listening or Employee Experience programmes have shifted from a yearly survey to shorter, more frequent pulse surveys, which also integrate other data sources to enrich the results.
Considering how survey use has evolved, it is remarkable that there has been little progress in the way that data is analysed. Usually, results are limited to percentages or average scores. With the increasing popularity of People Analytics, we should expect more.
This session proposes an alternative way of analysing organisational survey data by means of a network analysis. A network model better reflects the complex reality of an organisation, and gives more advanced insight into the causal relationships between different behaviours. In contrast to traditional approaches, survey networks facilitate interpretation and consolidation of results, leading to both faster and better decisions about what actions to take.
This session will explore:
- Analysing surveys: traditional approaches
- Survey Networks: Going beyond the traditional approach
- Behaviour as autonomous causal entities in a dynamic network
- An example of survey networks.
- Survey Networks are a powerful alternative way of analysing organisational survey data
- A network approach will not only facilitate further interpretation and consolidation of results, but it will also guide action planning
- Although network models require more complex analyses, interpretation is straightforward
- Detected and visualised hidden patterns in organisational survey data that can be further be used for strategic purposes.