Analysis of critical points of the implementation practice

In comparison to the largely optimised preparation, execution, and evaluation phases of the employee survey, the implementation of the survey results in many companies is still in need of improvement.

ISPA consult often witnessed the following weak points and sources of error:

  1. Implementation was not initiated at all or it was done so late that the employees could no longer identify the connection between questioning, determination of the need for action, and the implementation.
  2. Already initiated implementation got lost in insufficiently defined competencies of the divisions and departments or failed because of system-related and/or behaviour-based innovation resistances in the company.
  3. Lacking a concept, implementation lead to uncoordinated individual measurements of the different divisions and departments. In solving interdepartmental problems, organisational units did not work together but against each other.
  4. Implementation measurements did not meet the need for action, treated symptoms instead of causes, were geared to quick solutions rather than sustainability.
  5. No or only partly responsible overall direction and supervision of the implementation process resulting in a quick loss of the overview of the project status and progress of the internal implementation which prohibits the correction of already occurred delays and undesirable developments.
  6. Lacking of reporting, parallel to the implementation, to the company's board of directors/executives as well as for its employees.