Despite the popularity of employee surveys in practice, there has been little research to determine how leaders and managers can effectively take action based on survey results. Without a foundation for evidence-based practice, many organizations rely on action planning processes where individual managers are tasked with developing plans to improve attitudes and perceptions among their subordinates. Although action plans are easy to quantify and monitor, it is unclear whether they are useful for creating change. Action planning is often rated as least favorable among other aspects of employee survey programs. Managers may lack the capability to actively change the causes of dissatisfaction among their subordinates. At worst, managers may grow to perceive action planning as a meaningless, box-checking task. This potentially acts to demotivate and demoralize managers while also increasing pessimism toward future surveys. This article provides several suggestions to avoid these potential pitfalls when designing and implementing employee surveys.

尽管在实践中普遍进行员工调查，但很少有研究来确定领导者和管理者如何根据调查结果有效地采取行动。在没有基于证据的实践的基础的情况下，许多组织都依赖于行动计划过程，在此过程中，单个管理人员的任务是制定计划，以改善下属的态度和看法。尽管行动计划易于量化和监控，但尚不清楚它们是否对创建变更有用。在员工调查计划的其他方面，行动计划通常被认为是最不利的。管理者可能缺乏主动改变下属不满意原因的能力。在最坏的情况下，管理人员可能会成长为将行动计划视为毫无意义的繁琐工作。这有可能使管理人员失去动力和士气低落，同时也增加了对未来调查的悲观情绪。本文提供了一些建议，以避免在设计和实施员工调查时出现这些潜在的陷阱。