Use cases / Healthcare organisation

Client case

Deepler Research · Continuous listening

Employee satisfaction survey in healthcare: from report to team conversation

A healthcare organisation had run an employee satisfaction survey for years, but the results stayed at organisation level. Teams did not recognise themselves in them and saw little come of their input. With Deepler Research, every team now gets its own results and discusses them with its own manager within a few weeks.

Sector

Healthcare

Target group

All employees

Solution

Deepler Research

Application

Survey and follow-up

In brief

The question

How do you make the survey recognisable for every team?

The insight

Differences between teams are bigger than between locations.

The result

Every team chooses its own first actions.

The question: why did the survey lead nowhere?

Every year the survey produced an extensive report for the board and HR. But little happened with it in the departments. Employees filled in the questionnaire and then heard nothing for months. Response rates fell, and the question became: what is the point?

The approach: results per team, a conversation per team

The organisation chose a shorter questionnaire and a fixed feedback moment. Every manager gets their own dashboard with the team’s results. Within a few weeks of the survey, a team conversation follows with a simple format: what do we recognise, what do we pick up, who owns it?

Short questionnaire

Focused on what teams can influence themselves

Dashboard per team

Own results for every manager

Team conversation with a format

Recognise, choose, name an owner

The insight: the differences are in the teams

At organisation level the scores looked stable. Per team the picture was very different. Workload clearly stood out in some departments, while collaboration and the relationship with the manager were strong. As a result, teams could choose what they wanted to work on, instead of waiting for an organisation-wide plan.

The result: employees see what happens with their input

The employee satisfaction survey is no longer an annual report, but the start of a conversation. Teams discuss their own results and record the first actions themselves. At the next survey they look back: what did we do, and what did it bring?
  • Results every team recognises
  • A team conversation within a few weeks of the survey
  • Actions with an owner, visible at the next survey

An employee satisfaction survey that works: three lessons

What this organisation learned about a survey that teams actually act on:

Report back quickly

The shorter the time between measuring and discussing, the greater the engagement.

Make teams the owner

Actions a team chooses itself actually get done.

Look back at the next survey

Show what was done with the previous results.
Want to know more about a survey that leads to action? Read about the employee satisfaction survey from Deepler, or see how a logistics company organises continuous feedback.

Frequently asked questions

Frequently asked questions about the employee satisfaction survey

Many organisations run an extensive survey once a year, with short follow-up surveys in between. That way you see whether actions have an effect, without asking too much of employees.

By giving every team its own results, reporting back quickly and holding the conversation with a simple format. Actions a team chooses itself are carried out more often.

A satisfaction survey mainly measures satisfaction with the work and the conditions. An engagement survey looks more broadly at energy, commitment and effort. In practice, many organisations combine both.

Yes. Results are only shown once enough employees in a team have responded, so nobody can be identified.

Yes. Every manager gets their own overview of the team, so the conversation does not depend on HR.

Read more

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