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Many organizations use stakeholder survey tools internally to monitor
changes in employee attitudes over time and to compare attitudes across
levels within the organization and between its different parts. Stakeholder
surveys are also a valuable strategic tool to help organizations find
out about the views of other key stakeholder groups, such as customers,
civil society groups and the communities in which they operate.
At Stakeholder Research Associates, we work with organizations to ensure that their stakeholder surveys will create value by providing action opportunities and building ongoing dialogue with stakeholders. At Stakeholder Research Associates, we help organizations explore the reasons they are undertaking a survey, the elements of a survey that ensure a successful outcome and the communications and other essential follow-up activities. |
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Why undertake a survey?
Surveys should not be undertaken lightly. Our experience suggests that people associated with organizations generally like taking part in surveys. They feel the survey is one way for them to communicate with the organization and give some feedback to management about its performance. However, companies should be aware that expectations will be raised by carrying out a survey. For example, if an organization has carried out an employee attitude survey, its employees will expect that the organization will respond to their concerns. At Stakeholder Research Associates, it is our experience that any organization that carries out a survey and then files the report away because it is not all good news is risking the quality of the relationship. Their employees are likely to feel they have been misled because they have gone to all the trouble to complete the survey questionnaire and then their views have been ignored. What are the elements of a successful survey? What follow-up and follow-through is important?
Providing timely feedback of the results will convince people that the
organization is committed to the relationship. Closely linked to publishing
the results is a commitment to respond to the issues raised. This does not
mean taking action hastily. Frequently organizations need to carry out additional
consultation before deciding on a plan of action. But part of the commitment
to respond is to give stakeholders a timescale so that they know when a response
will be made. People realize that issues such as changing the culture of
an organization cannot be carried out overnight. But, if the organization
values the opinions of their stakeholders, carrying out a survey is a good
starting point.
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