Innovation and Improvement: Survey Feedback Analysis & Strategies

This report analyzes employee survey feedback to identify areas for innovation and improvement within an organization. It begins with an analysis of an article on effective recruitment feedback processes, highlighting shortcomings in Woodhouse's survey methods, such as excessive questions and lack of action timelines. The report then discusses successors from continuous improvement, including better employee engagement and communication. A review of survey data reveals that while a majority of respondents express overall satisfaction, significant concerns exist regarding ease of doing business and willingness to recommend the company. Recommendations for future improvements include more user-friendly feedback mechanisms, increased employee engagement, and periodic surveys with clear action timeframes to foster a progressive growth path. The report emphasizes the need for better internal communications and a periodical survey-based change management system to build employee confidence and drive organizational improvement. This document is available on Desklib, a platform offering a variety of study tools for students.

Running head: ASSESSMENT 3: INNOVATION AND IMPROVEMENT
ASSESSMENT 3: INNOVATION AND IMPROVEMENT
Name of the Student
Name of the University
Author Note

1ASSESSMENT 3: INNOVATION AND IMPROVEMENT
Activity 1: Article analysis
The article provides essential insights into the process of recruitment through feedbacks
that have been provided. The articles focuses on providing nine important recommendations to
make the recruitment feedback process more effective across the various organizations. The
article has provided significant insights into the process of feedback. Systematizing the feedback
process as per the opinion of the author is definitely an important factor to improve if
organizations want to know the effectiveness of the feedback process (PeoplePulse™ 2019). The
survey process of Woodhouse was not very effective as it was not streamlined as per the article
recommendation. 15 questions might have been too much for the respondents. This was
definitely one of the main reasons behind the low returns. The referral page could have only been
opened for the positive reviewers for better referrals for the company. There were no action
alerts in the survey that actually provided the respondents with any timeframe for actions that are
to be taken accordingly. Good survey software for recording demographic details were also not
used in the survey. Survey incentives for completion could have been used as well to get
maximum possible feedbacks these could not necessarily have been direct monitoring rewards
but rewards such as candies, small gift vouchers, e-wallet credits, etc.
Activity 2: Discussion of successors
It is important that Wodehouse essentially take into considerations the mistakes that were
committed by them in taking out the surveys. It is very much evident that the survey was not
relevant or attractive for the respondents to actually answer to. There was no proper timelines
that were provided for any kind on actions to be taken on the basis of the feedback received. This
to an extent discouraged the respondents to put forward their views. In essence the company

2ASSESSMENT 3: INNOVATION AND IMPROVEMENT
would have to greatly improve their feedback process. A short format of feedback tool is
necessary, the organization requires more acceptable surveys with action timescales and there
can be survey completion rewards provided. The successors from continuous improvement
would be many. This experience gained would require Woodhouse to bring forward much
important changes to their existing survey processes. The successors that can be identified are
better employee engagement, better interactions with employees, better means of communication
with the employees, better communication effectiveness and a freer and welcoming work
environment (West et al. 2019). Continuous improvement helps an organization to keep pace
with the changing demands of time. With time the employee needs can change thereby requiring
more effective interventions from the part of the leaderships. It is important that the very less
number of people that actually responded are considered essentially by the organization.
Subsequently, future surveys can be made more effective taking into consideration the
shortcomings of the process. A good feedback process can help the employees to engage in
better ways with the organization. This can further improve the work environment and employee
retentions.

3ASSESSMENT 3: INNOVATION AND IMPROVEMENT
Activity 3: Survey review and analysis
Overall Satisfaction
Ease of Doing Business
Recommending Woodhouse
0 2 4 6 8 10 12 14
Chart Title
Column1 Totally Dissatisfied Dissatisfied
Somewhat satisfied Totally Satisfied
Figure 1: Chart
(Source- Provided by the Author)
The very less number of surveys that actually came back provided some essential insights
into the opinions of a section of the employees about the company. It can be seen that 70% of the
respondents agreed that they were totally satisfied concerning the overall satisfaction that they
have received. 20% of the respondents said that they were somewhat satisfied. Only 10%
respondents said that they were totally dissatisfied. As per ease of doing business is concerned 5
people out of 12 confirmed that they were totally satisfied. This means that around 41.6% were
totally satisfied. At the same time around 33.3% of the respondents were somewhat satisfied.
16.6% off the respondents were found to be dissatisfied. Whereas 8.3% of the respondents were
found to be totally dissatisfied. As per the question of recommending Woodhouse to others are
concerned similar kind of data was seen. 41.6% were very much likely to recommend the

4ASSESSMENT 3: INNOVATION AND IMPROVEMENT
organization to others. At the same time around 33.3% of the respondents were most likely to tell
their friends, family or acquaintances about the company. 16.6% the respondents however were
found to be dissatisfied and said that they would not recommend the company. It was found that
8.3% of the respondents said that they are definitely not going to recommend the company to
their friends, family or acquaintances.
This reveals that most of the respondents that were considered actually had favorable
opinions about the organization. However, the major issue that is already identified is the
responses of only 12 out of 100 respondents being gathered. In this case the significant issue that
have been identified with the organization is that around 16.6% of the respondents are not happy
with the ease of doing businesses. 16.6% people are also not happy with the organization enough
to actually recommend them to their friends. It can also be said that. In total around 24.9% each
were respondents that either were unhappy about the ease of doing business or were not going to
recommend the company to their friends or acquaintances. This proves that the company would
definitely have to improve these two areas. Given the low returns these identified problem areas
are definitely valid. This is because the entirety of the responses that were gathered could have
provided an altogether different picture. Employee retentions can be a significant problem area
for the company moving forward.
Some of the reasons for the low returns might have been much dissatisfaction about the
processes of the company. Hence, it is highly probable that many of the employees though it
rather unnecessary to provide any feedback whatsoever. The positives need to be noted but the
organization need to bring in necessary changes to improve their internal communications
(Cloutier et al. 2015). The company needs to engage better with employees. Additionally, the
employees that have not given their responses were definitely uncertain about the timeframes

5ASSESSMENT 3: INNOVATION AND IMPROVEMENT
that would be required for the organization to take actions based upon the issues identified from
the responses gathered. It becomes important that the organization performs at par with the
general employee feedbacks.
Activity 4: Future recommendations
In future the organization would need to be more effective in terms of the feedback
mechanisms that they employ. Moreover, there is the requirement for far better implementation
of the strategic plans. In essence the organization would require to improve their interactions
with the public. It is important that the organization focuses on making the feedback mechanisms
more user friendly. The organization should focus on employee engagement more than it had
done previously. This would improve the views of the employees in favor of the organization.
There is a great need to undertake periodic surveys and a proper timeframe can be given to the
respondents for rectification of the most important issues that are identified. This way a
progressive growth path can be created. . The positives need to be noted but the organization
need to bring in necessary changes to improve their internal communications. The company
needs to engage better with employees. In future the organization would need to incorporate a
periodical survey based change management systems. This would also work well for gaining the
confidence of the employees.

6ASSESSMENT 3: INNOVATION AND IMPROVEMENT
References
PeoplePulse™ - Online Survey Software | Australian Survey Software. (2019). Recruitment
Process Feedback. [online] Available at: https://www.peoplepulse.com/resources/useful-
articles/recruitment-process-feedback/
West, C., Ricks, J., Strachan, C., Iacono, J. and Shay, C., 2019. Factors that Influence
Recruitment and Retention.
Cloutier, O., Felusiak, L., Hill, C. and Pemberton-Jones, E.J., 2015. The Importance of
Developing Strategies for Employee Retention. Journal of Leadership, Accountability &
Ethics, 12(2).
Kossivi, B., Xu, M. and Kalgora, B., 2016. Study on determining factors of employee
retention. Open Journal of Social Sciences, 4(05), p.261.