The 4 main processes

  • Planning the employee survey

    Planning

    Careful planning is essential for the success of an employee survey... ...more
  • Executing the employee survey

    Executing

    The execution of both print and online survey follows a detailed plan ...more
  • Evaluating the employee survey

    Evaluating

    Regarding print surveys, the evaluation of the employee survey concentrates on the following key tasks ...more
  • Implementing the employee survey

    Implementing

    The implementation of the survey results mainly focuses on three core tasks ...more

Evaluating the employee survey
Regarding print surveys, the evaluation of the employee survey concentrates on the following key tasks:
  • receiving inspection of the questionnaires
  • data input and data evaluation
  • reporting
  • result presentation
  • disposal of the questionnaires

Some of these tasks do not apply for online surveys.

Evaluation for defined evaluation units

The evaluation units are defined by each client company. Possible points of evaluation are divisions, functions, regions, locations or also groups of people according to occupational status, age, sex, etc.

Reporting styles

Various reporting styles are provided. Normally, elaborated and commented complete reports are prepared for the group, companies and divisions, which, depending on the agreement, can contain all kinds of comparisons supplemented with charts. For subordinated evaluation units (e.g. cost centre), most of the time, simple reporting styles (non-commented tables) are chosen for reasons of economy.

Comparing current and former survey results

Comparing current and former results delivers important information about changes between two or more survey periods. They reveal trends of the survey results, e.g. before and after certain measures of the personnel management, and can serve as control of success of the personnel work.

During a comprehensive data analysis, a benchmarking (internal/external) is carried out in order to compare the individual topics and identify the setscrews regarding the need for action.

Internal benchmarking

For internal benchmarking, the survey results of an evaluation unit are compared with the survey results of other evaluation units of the same survey or administration or with the company's result as a whole. Where applicable, only the particular optimum values are compared. Internal benchmarking enables the differentiated implementation of the survey results.

Intercompany benchmarking

For intercompany benchmarking, the overall results of a client company are compared to other companies' overall results.

Special evaluations

As and when required, ISPA consult offers special evaluations in the form of intercorrelation analyses, factor or cluster analyses, significance tests, etc.