The above list does not negate the utility of cultural surveys especially and specifically if the following steps are taken (as they have with the GSI indexes):
- Ensure the scoring is not done using averages but identifies the relative relationship between a positive and negative perception
- Apply performance drivers to provide more insight and direction of potential actions
- Use filters to check if demographic variables are relevant
- Carefully word each item to ensure the potential for ambiguity is removed/minimised
- Allow free text response so responders can clarify their responses and elaborate when necessary
- Allow custom questions to provide a degree of organisation-specific context to the survey
- Use pre-communications to provide context for the survey, its intentions, its anonymity, its value to each individual, the process, and how it will be used
- Ensure you follow up and do what you said you were going to do with communicating the results and taking required remedial actions
- Ensure it is not a ‘one-off’ but is done consistently (reinforce this is not just the latest management ‘fad’)
- Ensure the survey is not used in isolation but is supported by a holistic process to obtain feedback, e.g. monitoring of artifacts, focus groups, interviews, audit/incident reports
- Use other lead indicators, controls and data to better understand risk factors, e.g. critical leadership controls
