Organizations have embraced employee surveys to better understand and act upon employee perceptions. In fact, between half and three quarters of large U.S. companies regularly conduct employee surveys. Why? The answer is simple: People like surveys, and surveys are easy to conduct (Kraut, 2004). So, how does one decipher the differences between these instruments? Let's take a closer look. 

Employee Opinion Survey – The primary goal of an Employee Opinion Survey is to gauge employees’ views, attitudes, and perceptions of the organization in which they work. This information provides insight  on what employees believe are priorities within the organization. This information has the potential to impact the bottom line and foster positive employee relations in a multitude of ways including: identifying cost-saving opportunities, improving productivity, communication, customer service, supervisory relationships, and assessing employees' alignment with the company strategy and mission.

Employee Satisfaction Survey – Employee Satisfaction Surveys allow employers to gauge employees' satisfaction with specific components of their own position. Common topics measured are co-worker cooperation, internal customer service, productivity and efficiency, job stress, and physical working conditions. This then begs the question: Is there a difference between an Employee Opinion and an Employee Satisfaction Survey? Kevin Sheridan, Founder and CEO of HR Solutions, Inc., says that beyond their titles, there is little, if any, difference between the two. Both surveys have similar goals: to gather information as to whether employees are satisfied, to assess key employee issues, to measure their impact on the company’s business objectives, and to identify and address the most important issues for action.

Employee Culture Survey – A Culture Survey measures the shared assumptions and beliefs held by an organization or department by assessing the existing culture from the employees’ point-of-view. Organizations can then compare the current to the desired future and design an action plan for continuous improvement. Sheridan recommends keeping in mind that the word “culture” has different meanings to different people and there is no one agreed upon definition. For example, one may perceive his or her workplace to be a culture of openness, where honest communication is encouraged, and teamwork is a hallmark of the institution. Another person may immediately equate culture with a sense of diversity in the workplace. To proactively combat any misperceptions, it is recommended that the objectives of the survey are stated early in the process and that management clarifies the critical role culture plays in the organization, shaping the way employees work together.

Employee Engagement Survey – Truly engaged employees are motivated, enthusiastic, and loyal to their organization. Sheridan States, "Employee Engagement can be defined as an employee  putting forth extra discretionary effort, as well as the likelihood of the employee being loyal to the organization over the long haul.” He adds, “Research shows that Engaged Employees perform better and are more optimistic about  their work goals. Employers with Engaged Employees tend to experience low employee turnover and more impressive business outcomes.” Thus, an Employee Engagement Survey is used to measure the level of such behaviors exhibited by employees.  

Sheridan also describes a "Magnetic and Engaged Culture" –  a workplace to which great employees are attracted. It is marked by Engaged Employees who share a desire to be part of the value that the organization creates. A magnetic workplace is one that draws employees in and sustains an environment in which they are less likely to leave.

Conversely, Actively Disengaged Employees are known to be the 'poison' of an organization, leading to negative business and customer service outcomes. "One of our clients refers to their Actively Disengaged Employees as 'terrorists'," states Sheridan. The organization takes this term very seriously, creating an action plan to transition these individuals out of the organization as there is little to no chance of re-engaging those employees.

Organizational surveys — regardless of structure or title — ultimately should be used as tools for assessment and positive change. HR Solutions recommends clients identify three to four major objectives to be achieved and to set quantifiable goals. This measurement of results and determination of ROI is crucial as organizations must establish a baseline for repeat surveys and identify how "far is up" to monitor organizational progress.

Unfortunately, a great challenge faced by organizations conducting employee surveys is the lack of resources allocated to post-survey action-planning and communication. This critical gap can lead employees to ask, “Why are you having me take another survey when I never saw any changes made after the last survey?” HR Solutions’ research indicates that only 33% of employees nationwide believe that employee surveys would result in change for their organization. Surprised? We’re not. Time and time again we see poor post-survey communication, senior management giving lip-service to implementing positive change, and weak action plans with no accountability.

Regardless of which survey tool you select, remember to keep your organizational goals in mind, communicate to your employees on a regular basis, adhere to a thorough and comprehensive survey process, and consider utilizing HR Solutions as a best-in-class provider of employee opinion services who can assist your organization in Turning Data Into Action™.











1. Organizational Surveys, 1996, Allan Kraut, Jossey-Bass.
2. Ivey Business Journal, “What Engages Employees The Most Or, The Ten C’s Of Employee Engagement” by Gerard H Seijts and Dan Crim.

Copyright © 2007 by HR Solutions, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without prior written permission. For permission to reprint or reproduce, call (312) 236-7170 or write to HR Solutions, Inc, 25 E. Washington Street, Suite 600, Chicago IL 60602. Please send e-mail questions and comments to info@hrsolutionsinc.com.