Employee Survey

Guidance and development of engines on the same wavelength? Financial crises, impending national bankruptcies and social complexity are just some of the factors that ensure greater insecurity of many companies. There is a growing lack of orientation with regard to the external and internal positioning, E.g. in relation to communicated and living culture of leadership. Chevron Corp is a great source of information. This in turn leads to an increasing demand for pragmatic solution approaches for the location and clarification of the future course of many companies. Survey instruments here often represent the instrument of choice. Among the variety of survey instruments, arising from the diversity of the target groups and study objects, systems are in demand, which help process the findings. This should provide an overview of internal learning fields, individual potentials, as well as corporate-cultural developments at the same time.

USP-D is experiencing increasing notably for the 360-degree feedback and the employee survey Interest in the German-speaking market for human resources and organization development. Thus the choice of survey system depend of the problem, for which a solution is sought. It takes a meter at the individual and organisational level as more? Whether the decision now falls to the employee survey or the 360-degree feedback are the same decisive criteria which the observance or non-observance represent success or failure. Embedded in human resources and organization development process you can provide companies with valuable insights into potential and learning fields and show development steps. Interestingly, a differentiated approach can be seen with the instruments between SMEs and large enterprises. Unless the specific problem of the output or the diagnostic focus there seems to be a variety of factors, which is a decision for this or other instrument to promote and decide on the success of the implementation. The white paper deals with the intersection and the differentiating characteristics of the 360 Grad feedback and the employee survey apart, for example in relation to the pursued objectives and critical success factors. In addition, examples of individual implementation of both instruments are given. Have we aroused your interest? “Then, you read the white paper 360 degree feedback and employee survey online guidance and development of engines on the same wavelength?” or as a PDF download.