How do I design a Viva Glint listening strategy?
Creating your organization’s listening strategy is referred to as “program design.”
A well-designed survey includes items that are relevant to the employee experience, aligned with your organization’s strategic priorities, and which elicits candid, actionable feedback. Glint's design methodology ensures a strong alignment with an organization’s business outcomes, key drivers, and ensures a user-friendly survey experience. Creating a comfortable experience for survey takers so they can provide insightful feedback requires a thoughtful approach to program design. Incorporate Glint’s best practices when developing Glint survey programs.
Why we use the term “program design,” not “survey design”
Glint uses “program design,” rather than “survey design” to think holistically about an organization’s employee listening strategy throughout the year. Rather than planning and executing one survey at a time, take a full-scale approach to surveys over a year.
Organizations can use Glint to gather feedback on varied topics at any time - prioritization and timing is key.
Tip
Glint often uses a “Vision & Strategy” session, designed to align stakeholders on the core challenges within your organization to be solved with a Glint program. For instructions on how to host this session, see our Set a Vision and Strategy for your Viva Glint program module.
Plan your program strategy for the year
Consider your organization’s priorities to identify the key topics you want to measure. Glint offers data-based survey content related to:
- Engagement
- Onboarding and exit surveys, referred to as Employee Lifecycle surveys
- Unique topics: Organizational culture, manager effectiveness, team effectiveness, change management, productivity, and diversity, inclusion & belonging
Most organizations begin with an Engagement or Employee Lifecycle survey, but choose your programming based upon your organization’s priorities. For example, if your organization is experiencing high turnover, launch an Exit survey before launching a bigger, more time-consuming Engagement initiative.
Plan and identify appropriate timing. Glint recommends surveying frequently to gather timely feedback and monitor progress. Do consider, however, that there may be other events happening in your organization that might make certain times of the year better for requesting feedback than others.
Consider avoiding collecting feedback during these times:
- The end of the fiscal year
- Peak seasonal periods when employees are busy
- Vacations or holidays
Consider the availability of your resources to manage surveys
- Employee Lifecycle surveys are quicker to set up than other types of surveys
- Resources required to launch a new program exceed what is required to manage an existing program
Program Strategy examples
Example program #1: four quarterly engagement surveys and one additional surveys, scheduled throughout one year.
| Q1 | Q2 | Q3 | Q4 | |
|---|---|---|---|---|
| Engagement program | Engagement survey focused on People Success Elements | Engagement survey focused on People Success Elements | Engagement survey focused on People Success Elements | Engagement survey focused on People Success Elements |
| Flexible (or Ad Hoc) program | Merger & Acquisition strategy | Compliance |
Frequency (cadence) is a key consideration. When administering quarterly engagement surveys, consider which themes should be present across each survey, including which items might only be useful during certain times in the year.
Glint’s holistic program design clarifies which items should be included in each survey and whether to repeat certain items across multiple surveys.
Example program #2: two semi-annual engagement surveys and two additional surveys: Diversity, Inclusion & Belonging (DIBs), and the Return to Office Experience, scheduled throughout one year
| Q1 | Q2 | Q3 | Q4 | |
|---|---|---|---|---|
| Engagement program | Semi-annual Engagement survey focused on People Success Elements | Semi-annual Engagement survey focused on People Success Elements | ||
| Flexible (or Ad Hoc) program | Diversity, Inclusion & Belonging | Return to Office |
When considering Ad Hoc or more focused surveys, your program decisions should influence how deep to go into each domain.
Survey outside of your planned strategy
In an ideal world, an organization is agile enough to rotate topics in and out of a single survey program. This allows the maintenance of an overall People Success framework and doesn’t require Ad Hoc surveys, which require extra attention and resources. Glint templates identify individual items that are most relevant and incorporates them into your regular engagement survey cadence.
There is, however, a tipping point where a standalone survey makes sense. Consider:
- Would administering a separate survey send an important message to employees - that the topic is a critical priority and is being given special attention? Glint's DIBs program is a good example of this.
- Is the company prepared to devote resources to a standalone effort and speak to how the results might be used differently from Engagement survey data?