How can you share survey results with stakeholders?

I would say that we have different internal audiences. Management, the action team (that can do something about it), and all employees. Management needs deeper insights and understanding of the data and what they mean, how they impact business and what is the data severability. Also, they would care about what we should do about it and where are we compared to other employers.

Think it is key to get fast access to the survey results. So check with key stakeholder groups what their expectation is to the reports they get upfront, run the survey and then provide fast access to all levels in the organization through self-service, Dashboards and ready-to-use documents which the tool generates. Speed of the results is key and a lean process, too.

Defining and segmenting stakeholders when presenting survey data is crucial, recognizing that different audiences have varying needs. For instance, while Board Members may prefer a high-level overview, the HR team and People Managers may require more detailed analyses. Ensuring that each audience comprehends the nuances of the results is essential. Additionally, providing the audience with the top three key takeaways simplifies the information and emphasizes the most critical insights. This tailored approach optimizes communication effectiveness, catering to the specific interests and requirements of each stakeholder group.

Begin by organizing the data into key findings and themes that align with stakeholder interests and organizational goals. Create a concise presentation that highlights significant insights, using visuals like charts and graphs to enhance understanding. Provide context by explaining how these results relate to past performance or industry benchmarks. Present the information in a meeting or through a report, inviting questions and discussions to clarify insights and implications. Clearly outline the next steps and action plans to address key findings, demonstrating a commitment to improvement. By fostering an open dialogue and showing a clear path forward, you build trust and encourage stakeholder support.

Provide real time results and also ensure that your audience understands how to read them and what they mean. That prep should have been done up front when you built whatever dashboard or delivery method you are using. If the stakeholder is comfortable with how to see and understand the content and can access it when and how they want to, it will be even more impactful.

Using a tool that allows managers/leaders to see real time dashboards of their direct reports/teams is important. This helps managers have ownership rather than having to wait for the results to be shared with them. To work properly, educating the managers in advance about their personalised dashboards, how to interpret and what they should do with the information means they can get on with it without the need for HR to 'tell' them. The role of HR when this is done well is to help them action plan what happens next rather than going through the results (obviously this relies on managers being accountable etc)

Here you first need to consider 3 things - 1) who your differences audiences are (key stakeholder groups) 2) where they are / how you can best reach them 3) what info they will be most interested in from the results. This will help you map out the different types of comms needed, which mediums/channels you should use to reach desk-based versus remote (no PC access) teams. And importantly, this will also force you to consider the right level of info for each group - i.e. for employees, a short and snappy (video or infographic) overview may work best. For managers, they'll naturally wan more detail, and to easily see their local team's results. And senior leaders will likely want the headlines and big themes among the results.

Pro tip in handling top management: "Show me the numbers but don't lose the storytelling." Busy executives are used to and expect numbers, but providing context on those numbers and using qualitative data for storytelling purposes is the thing that will make them more engaged. Eg. saying that the autonomy levels have decreased by 4% in Q4 '23 is the info we expect. Supplementing it with the information that qualitative feedback shows that 23% of employees in the division in Colorado complain about the new supervisor who requires them to submit a request each time they want to {something} is a conversation starter. :) Choose EE software that gathers qualitative and quantitative info. It is the only way to make it actionable.

I used to think it would be time-wasting for senior executives to give context and details to findings. But when I did say things like " this is interesting, one of the focus group participants said ..." I noticed that they engaged into the conversation and start sharing their perspective and before you know, a potentially dry and boring meeting becomes memorable for them, and so does your survey results.

Share survey results with stakeholders through clear and concise presentations, reports or visualizations. Highlight key findings, trends (i.e. comparisons with prior surveys) and actionable insights. Use accessible language, visuals and a format that suits the audience's preferences and needs. Explain and clarify the findings to ensure comprehensive understanding of the data and its implications. Surveys lead to expectations of actions. Be honest with that you plan to action/resolve in the short/medium/long term. Discuss any surprise findings openly and seek suggestions as to how the emerging issues can be resolved.

Dive into the art of data visualization and storytelling. Transform survey results into vivid, insightful stories. Use graphs and charts to simplify complex data, ensuring stakeholders grasp key points at a glance. Weave a narrative that highlights why these insights matter. Remember, brevity is key. Deliver your message with impact and conciseness, making every word count. This approach not only informs but also inspires action, turning data into a powerful tool for decision-making and change.

Remember that an engagement survey is just the initial diagnostic exercise. It's what happens afterwards that will determine what (if anything) changes with employee engagement. And naturally, involving different stakeholders in the process helps with establishing what's going on currently, pinpointing priorities to address, and agreeing future action plans. Two-way dialogue is needed at different levels too - at a business level, you might discuss the big picture story of the data with senior execs, the wider employee population may want to hear about (and discuss) the headline results. Meanwhile, at a local level, managers should discuss results for their team or too, to field questions and invite suggestions on where to take action.

Speed matters. When I work with clients on surveys, we share the results on the day the survey closes. A discussion of priorities happens within days. All stakeholders have access to results immediately thereafter. A lot goes into making "speed" possible, including a well-designed survey and a proactive plan for engaging stakeholders before results are available. Given the fast pace of change inside most organisations, having fresh and relevant data - almost in real-time - is a key success factor.

Although it's great to present results with stories and examples, always have your data ready and handy. The survey's - and your, credibility is strengthened when you're quick and confident with answers to questions like "how many people invited/responded?", "what was the target demographics, etc"

One key point to remember is that your senior stakeholders do not talk in the same language as Marketing, HR or social teams. They might not understand impressions and engagement rate but they will understand follower growth for example. Take time to work with them and their team on what metrics they want to see and not what you think they need. It will save you time

The important lesson I've learned is to tailor presentations to meet the specific needs of stakeholders. When demonstrating the value for a particular stakeholder or department, highlight how the presentation will bring positive effects, like improved numbers and increased profits. This approach is backed by thorough research, solid data, and compelling evidence. Ultimately, meeting their needs is the key to sealing the deal.