- New hire surveys often have low response rates due to a lack of confidence in the survey's confidentiality or a lack of understanding of how the data will be used.
- New hire data may be collected and reviewed, but it is not shared across HR or with business leaders for analysis and action planning to make changes or improvements.
- New hire survey data analysis is often done in a silo, without examining other employee survey results such as engagement or exit for consistent themes or insights.
- Identify and address organizational challenges that, if left unresolved, can lead to higher turnover, higher talent acquisition costs, and lower engagement and performance.
- Focus on the insights the data reveals and identify action plan initiatives to improve HR programs and leader behaviors that impact new hire engagement.
- Source qualitative data to understand the context behind the results and action plan with greater impact.
Impact and Result
- Demonstrate the organization both values and leverages feedback from new hires to improve the employee experience.
This guided implementation is a three call advisory process.
Guided Implementation #1 - Determine the approach
Call #1 - Establish your survey’s goals and stakeholder roles, review the employee survey landscape, identify where data can inform HR programs, and determine timing.
Guided Implementation #2 - Prepare to implement
Call #1 - Analyze the survey data, meet with HR program owners to identify and plan actions, communicate initiatives, and track progress.
Guided Implementation #3 - Analyze results and action plan