Include the Attitude Survey process into
the normal business planning cycle

Organisations spend innumerable hours designing and conducting an Attitude Survey to elicit employee opinions. Despite this effort, many companies do not receive all the benefits from an Attitude Survey that they could. This flows from not knowing the decisions they should make before handing out an Attitude Survey. By following these suggestions coming from many organisations, companies can increase the effectiveness of their Attitude Survey.

One way to for an Attitude Survey to influence an organisation is to become part of its planning cycle - its goals, objectives, and budgets. Employee involvement can help achieve this by scheduling Attitude Survey events so recommendations become ready the month before goal setting and budget planning sessions. To accomplish this, schedule the Attitude Survey backwards. For example, if budgets are due in June, present Attitude Survey recommendations in May, develop Attitude Survey recommendations in April, analyse Attitude Survey responses in March, distribute the Attitude Survey (assuming a "one shot" Attitude Survey) in February, design the Attitude Survey in January, determine the Attitude Survey demographics and procedures in December, set the business goals and then the Attitude Survey objectives in November. By scheduling in this way the Attitude Survey will deliver the maximum results possible.

February to July should be used to keep Attitude Survey contributors informed of progress and July through to February should be about acting upon Attitude Survey recommendations so that contributors know that there Attitude Survey participation is helping bring about personal and corporate benefit.