From 25 September, after an extensive redesign, the survey goes into the next round and we asked Sascha Seel from HR Development, who is in charge of conducting the survey, what has changed.

Employee surveys provide a variety of starting points for improvements. Sascha explains that, in addition to surveying satisfaction, it is also a matter of uncovering hidden problems. He explains this with the example of a Japanese study in the automotive industry that determined as early as 1989 that – almost like an iceberg – the vast majority of issues that are not running ideally in a company are not known to top management. Only the tip of the iceberg “sticks out of the water”, but the actual issues that are relevant for optimization remain hidden below the surface. “This statement is still applicable to many companies today. According to the study, 96 % of the problems are known to the employees directly involved in a process, but not to the senior management,” Sascha clarifies.

Often, only external symptoms are visible, such as a high turnover rate. “The superordinate bodies are not as close to the individual processes due to the broad management spans and the variety of topics for which they are responsible. There are thus many “filters” in between,” says Sascha. As a result, they often don’t get all the information they need. This problem extends to the level of the team leads: “They know the complete spectrum of symptoms, but often don’t have a direct view of the core of the problem.“

The solution? “We have to ask the employees,” says Sascha. This is the only way to identify both problems and suitable opportunities for improvement. And this is where MY VOICE comes into play.

Questioning the survey

The first MY VOICE was followed by the so-called Pulse Check. Among other things, the Pulse Check asked for feedback on the past MY VOICE process: “We received a lot of feedback,” Sascha reports and makes it clear: “We should always view feedback as an offer or a gift!

In accordance with this credo, it was also dealt intensively with the diverse feedback: “Together with our new partner Netconomy, we looked at and analyzed the results of the Pulse Check,” says Sascha and adds: “The result was a comprehensive redesign initiative that fundamentally changed the survey structure.“

New question structure, new control process

The redesign includes a new, standardized question structure. This includes, for example, the sharpening of the wording – one of the criticisms of the colleagues in the first survey. Thanks to unmistakable terminology, it is now clear which level of management is meant by the questions.

In addition, the survey period was extended from two to three weeks. According to Sascha, this is particularly relevant for the colleagues in the workshops. Since they often don’t have their own PC, a longer period is needed to ensure their participation in the survey.

With the redesign, a new control process was also defined. “This will start next year,” says Sascha and explains that MY VOICE will become even more systematic: “There will be a Pulse Check in January, followed by the new MY VOICE 2024 in May. This will be followed by the next Pulse Check in September. This rhythm will continue in the following years, so that in future there will be two short Pulse Checks between the MY VOICE surveys. These are necessary to constantly check whether we have set the right course.“

Enabling growth with a new structure

All in all, the overall concept has now been given a red line and the added value for the employees and the company has been sharpened, says Sascha. In concrete terms, this means that the implementation status of strategic measures to achieve the North Star can also be derived from the survey results. Particular focus is placed on the framework conditions that employees need to be able to approach the North Star together.

Take part in MY VOICE@VTG from from 25 September to 13 October 2023!

For this purpose, the new questionnaire will identify so-called drivers that promote or hinder our transformation process. For Sascha, the basic questions are clear: “Do the employees feel informed about the general growth goals and are all employees clear about their own contribution to achieving these goals?“

In addition, further drivers are to be identified. These range from questions about trusting the leadership (“Am I given tasks that I can also fulfil in terms of workload and quality?”) and empowerment (“Do the employees have the opportunity to grow or are there hurdles?”) to training opportunities and questions on internal cooperation. But also, very practical aspects are part of the survey, such as questions about the right equipment.

In this way, a pool of questions has been created that can be expanded in the future according to specific topics. With a standardized pool of questions, a development over time can be derived; on the other hand, necessary thematic additions create a certain flexibility in order to incorporate currently relevant main topics.

Support for management

In addition, the new structure also includes comprehensive support services for the leadership team: “Not everyone has had coaching training or has previously worked as a trainer,” Sascha knows. Not every manager sees himself in a position to interpret the results correctly off the cuff and to conduct a workshop as a result as well as moderate it in a coaching capacity. It is therefore clear that the leadership team needs support to fulfil their role in the best possible way. Among the offers is a seminar in which they can develop their competencies to read the results of the MY VOICE survey, identify areas for development and organize and moderate team workshops based on them. A workshop concept was developed for this purpose, which serves as a concrete guide and template. The use of this so-called “blue print” will be worked out with interested managers in a new seminar offer.

Three seminars have already taken place and further dates will follow in October/November. If there is sufficient demand, the offer can be included in the standard portfolio of the VTG Academy. And: “It is also clear that we stand by members of the leadership team should there be a need for support with the MY VOICE survey,” says Sascha.

Involve problem experts, allow changes

In order for VTG to achieve its strategic growth targets, Sascha is convinced that we have to change our behavior. “This doesn’t just apply to VTG,” says Sascha. “Companies that want to be and remain successful need to rethink.” This includes establishing an open error and feedback culture and breaking down rigid hierarchical constructs or silos.

“For this, we also need a culture of innovation,” he says. This must allow for improvement processes – and also “bottom-up”, i.e. from employees to management. Because, says Sascha, “Who knows better how processes work than those who work in them every day?“

That is why Sascha wants to encourage members of the leadership team to use the results of MY VOICE and to actively involve employees in the development of measures. Sascha is sure that this is the only way to change things: “It is important to involve the problem experts – and these are often the employees who are directly involved in a process! You have to trust them, give them tasks and let them work on the solutions.“