Washington, D.C.—Feb. 4, 2010—Employee surveys ask the wrong questions, not enough questions, and use the wrong scale. Leadership IQ’s new white paper offers advice for making employee surveys more effective.
“Why 5-Point Scales Don’t Work—and Other Problems With Employee Surveys” is the first white paper in a two-part series that describes the common pitfalls of the typical survey. The content is based on best practice discoveries that researchers at Leadership IQ have made over the past two decades and includes practical recommendations for improving employee engagement by improving employee engagement surveys.
The white paper explains:
• Why a 7-point scale accurately assesses company employees, while the typical 5-point scale is not an accurate measure of true employee sentiment;
• How asking the right questions will unleash employee potential to give 100 percent and achieve business goals;
• The best survey length that truly helps companies figure out what makes employees tick.
These and other discoveries are documented in the best-selling book Hundred Percenters: Challenge Your Employees to Give It Their All, and They’ll Give You Even More, by Leadership IQ’s chairman and chief executive officer, Mark Murphy.
“Typical employee surveys are poorly-constructed and don’t give companies sufficient information to develop actionable plans for improvement,” said Murphy. “But a well-constructed, well-though out survey can pinpoint the issues that your organization needs to address and push employees to maximum engagement and extraordinary performance.”
Leadership IQ offers an employee survey program called the Hundred-Percenter Index. The program guides companies in best practices for conducting employee surveys that bring out the best effort, passion and commitment of employees.
To read the complimentary white paper, “Why 5-Point Scales Don’t Work—and Other Problems With Employee Surveys,” visit http://www.leadershipiq.com/employee_survey_whitepaper.html.
About Leadership IQ
Leadership IQ provides leadership training, best-practices research and employee surveys, primarily serving Fortune 500 companies. The organization focuses training and research on management and executive performance, workforce issues, negotiations, strategic planning and customer service. Leadership IQ is headquartered in Washington, D.C., with regional offices in Atlanta, Ga., and Westport, Conn. For more information, visit www.leadershipiq.com.
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Heath Davis Havlick
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