Employee survey

We believe that organizational culture plays a crucial role in whether change progresses well or is inhibited.

Our task

That is why we have made it our mission to design each individual component of our employee survey in such a way that it promotes both the 'measurement' of organizational culture and dialogue about it. We see our task as shaping a sustainable organizational culture that meets the demands of the evolving world of work. A well-known and widely used tool for developing organizational culture is the employee survey, as it provides valuable analyses and helps to focus on cooperation.

Our approach to shaping a sustainable organizational culture comprises various key components

Systemic organizational development

We design the employee survey instrument from the perspective of systemic organizational development. This means that we do not limit ourselves to analysis. Instead, we always keep in mind that the objectives, announcement, form and the way in which the results are handled have an impact on the organizational culture.

IT expertise and data protection

We contribute our specialist knowledge in the areas of IT, software development and data protection to the design of the employee survey. This not only ensures efficient implementation, but also the protection of sensitive data collected during the process.

Combination of quantitative and qualitative evaluations

We rely on a combination of quantitative and qualitative evaluations to obtain a comprehensive picture of the organizational culture.

Flexibility in service

We offer flexible service models. We can act as a full-service provider and take on the entire employee survey process or just parts of it.

Our goal

Our goal is to help organizations create a sustainable organizational culture that can cope with the changes in the world of work. By using the employee survey, we create a basis for open discussions about the organizational culture and make it possible to work specifically on improvements. This can make a significant contribution to employee retention.

Employee survey

1. Setup
  • Configuration of the tool to suit the organization
  • Data protection concept in accordance with GDPR, based on our ISIS12-certified information security management system
  • New development or optimization of the questionnaire
  • Setup of the IT applications
  • Explanatory communication
2. Field
  • Data collection using online and/or paper questionnaires
  • Monitoring the response in real time
3. Evaluation
  • Easy-to-read presentation of results
  • Reports for each organizational unit
  • Interpretation and recommendations

On the connection between organizational culture and employee surveys

Anyone who talks about employee surveys cannot avoid the term organizational culture.

To make this concrete, let us briefly define organizational culture here. It includes:

  • Unwritten rules on how information is shared
  • Implicit decision-making procedures
  • Patterns of how to deal with conflicts and mistakes
  • Ideas about leading and being led
  • Frames on loyalty, change, innovation, privilege, success, etc.
  • Myths and stories about start-ups, crises, successes, leaps in innovation, etc.
  • Systemic orders (we occasionally organize system set-up workshops on this).

Who has already trusted in our work. A selection.

"Many thanks to Punkt Punkt Punkt for the good and professional implementation of an employee survey at our association in 2023. Particularly good: Punkt Punkt Punkt's focus on a high standard of data protection, the sensitive handling of confidential data and the organizational and technical measures that ensure all this."
Head of Team Board at the Federation of German Consumer Organizations (Verbraucherzentrale Bundesverband e.V.)
"When working with Punkt Punkt Punkt, we particularly appreciated their reliability and level-headedness in the implementation and evaluation of our employee survey. Mr. Kauerauf provided us with advice and support at all times and also implemented short-term requirements, which are inevitable in such a project, professionally and quickly."
Antonie Muschalek, Lead Corporate Development at Epilepsiezentrum Kleinwachau gemeinn├╝tzige GmbH

Increase participation in the survey

In some organizations, there is a certain fatigue towards employee surveys. This can be observed in declining participation rates.

We know that: This does not have to be automatic. In our opinion, the key is the intention. Is the intention simply to carry out the employee survey and submit a results report to the internal client? Or is the intention to further develop the organization?

This second case has far-reaching consequences: Firstly, there is a high level of attention for topics and questions that are really relevant. And secondly, there is a high level of attention for the follow-up process. The follow-up process is the phase that begins when the results reports are available. This is the point at which the success or failure of an employee survey is decided.

What is important to us for an employee survey:

Use questionnaires that fit the organization in terms of content and language - instead of standard questionnaires
/01
Tie in with existing mission statements and current developments
/02
Ensure a high level of data protection
/03
Provide results reports with truly relevant evaluations and easy-to-understand diagrams
/04
Provide evaluations a few days after the end of the survey
/05
Use experienced coaches for the evaluation.
/06

Possible starting points

The development of a suitable employee survey for the organization can start from various points.

It may be that the instrument has already been designed and only the technical implementation is required. Or a concept is needed first. Perhaps individual building blocks are already available, e.g. mission statement, principles, questionnaire.

In any case, staffadvance adapts to the requirements and uses existing modules.

Contact us!