Are you better trained because you take your pulse often?
1. Background to the popular ones the pulse surveys
In recent years, heart rate measurements have become popular. We measure employees' views on various issues frequently (every or every two weeks). Management and different teams thus get one puls on how things are in different areas of the organization. The questions span broad areas – well-being, leadership, values, work environment, commitment, collaboration, development, etc. That is, things that employee surveys previously covered in longer annual surveys.
There may be a point to more frequent measurements and fewer questions. The effort per measurement is not perceived as great by the person who answers. Of course, it also makes sense to measure more often, where the answer at a certain time can determine how a change should be pushed forward. Yesbox however, have a suspicion that the measurements are often done in order to it is easy to measure. With digitized measurements, the effort to send out pulses every two weeks is quite small, maybe none at all. if the work of selecting questions has also been outsourced to the survey company.
But if no activities have been undertaken to improve results, it is less likely that the heart rate has changed in two weeks. If no one had time to talk about or act on the results? So what does the change mean? Nothing has been done differently but now the engagement results look better – what is the explanatory factor? If you want to get in better shape and you want to measure this by your resting heart rate being lower, is it likely to be lower in two weeks if you haven't exercised?
2. Measurements, dialogue and follow-up in one flow
Yesbox to be measurements that one of several ways to collect data points. Anonymity can create greater openness. Describing what it's like in a survey compared to saying it face to face with a manager, whose leadership you have views on, is a little easier. The way to bring about change is believing Yesbox is through dialogues. In teams are reasoned about the results and create a consensus about why results are high or low. After this consensus, which may also include what different concepts mean to each, the team is more ready to decide on activities to bring about change. What you decide on then becomes activities. The activities get everyone on the team in their activity plans. Alternatively, the activity is added to the manager's activity plan depending on what needs to be changed.
3. Measurements at organizational, team and individual level
Yesbox believe more that organizational measurements should be done 3-4 times a year. That then managers in a business area or region may want follow up certain areas in Work Pulses more often also makes sense. The number depends on whether time can be set aside to have one Dialogue about the results. Then activities can also be discussed in 1:1 conversations between manager and employee. Employees can also create their own measurements at the frequency that suits them. We normally call that reflection, but is actually a measurement of yourself on yourself about how you experience certain themes. So if you want to influence your heart rate, start training, both individually and in your team!
#pulsmätningar #employee survey #development
