Employees have shared honest feedback about their experiences, expectations and concerns — so how do you begin to interpret the data objectively and take meaningful action?
Interpreting survey results in the right way requires a lot of time and consideration — it’s much more than just glancing at engagement scores or focusing in on a few comments. It’s about identifying key themes, understanding what matters most to employees and avoiding common biases that could cloud decision-making.
This guide explores how to analyse your employee survey results, what to prioritise and how to translate insights into action.
Employee survey results contain a wealth of insights — so much data can be overwhelming and a little intimidating. Rather than attempting to tackle everything at once, at People Insight, we recommend you drill down and focus on a few key areas that have the most impact on employee experience.
Your overall employee engagement score provides a high-level view of how employees feel about working in your organisation. If you’ve run previous staff surveys, it’s worth comparing the latest results to past data to identify trends over time. External survey benchmark data can also offer context by showing how your organisation compares to others in your sector.
Not all survey questions influence engagement equally. Key driver analysis helps determine which factors have the strongest impact. For example, leadership communication, career growth or recognition may be driving engagement levels up — or, in fact, pulling them down. Identifying these areas helps prioritise action.
While reviewing survey results, pay attention to the highest and lowest-scoring items. However, be careful and try to keep everything in perspective — low scores on questions about pay are common and may not be immediately actionable. Instead, focus on questions that are both low-scoring and strongly linked to engagement.
Changes in survey results over time can indicate progress or highlight emerging challenges. A decline in engagement in a specific department, for instance, may signal underlying issues that require further investigation.
Qualitative feedback can be incredibly helpful — they add context to numerical data. Searching for common themes in written responses can help explain why certain scores are high or low. If a key driver has a low score, reviewing comments related to that area can provide valuable insight into the reasons behind it. Of course, this is where Prism, our generative AI, can really come in handy, summarising hundreds of comments and recommending action points all in a matter of seconds.
Interpreting survey results objectively can be challenging, as biases can influence decision-making. Being aware of these biases helps prevent misinterpretation and ensures a fair analysis.
When survey results don’t align with personal beliefs, it’s natural to rationalise them away. For example, a manager who sees themselves as supportive might struggle to accept low scores related to leadership. Instead of dismissing the results, approach them as an opportunity for improvement.
This occurs when individuals attribute their own challenges to external factors but blame others for similar struggles. For instance, if one department has lower scores, leaders may assume the manager is at fault without considering broader organisational challenges.
People tend to seek out information that confirms existing beliefs. If leaders expect a certain outcome, they may unintentionally focus on results that align with their assumptions while overlooking conflicting data.
Recent events can disproportionately influence how survey results are interpreted. For example, a company-wide initiative introduced shortly before the survey might seem responsible for high engagement scores, even if underlying trends suggest otherwise.
Survey results are only valuable if they lead to meaningful action. To create a post-survey action plan that makes a real difference, follow these steps:
Employees want to know their feedback has been heard. Share key findings with the organisation and highlight both positive and negative areas. Avoid defensiveness — acknowledge where improvements are needed and why.
It’s unrealistic to address every piece of feedback immediately. Instead, identify two or three focus areas that will have the greatest impact on engagement. These should align with key drivers and employee concerns.
HR teams shouldn’t be the only ones reviewing survey results — leaders and managers at all levels should take responsibility. Encourage them to engage in conversations with employees and involve them in action planning.
Survey follow-up shouldn’t be a one-time event. Keep engagement efforts ongoing by integrating them into meetings, one-to-ones and internal communication. Regular updates help maintain momentum and reinforce commitment to improvement. This is where an active survey communications campaign can come in really useful.
Track changes over time to see if initiatives are having the desired effect. Conducting pulse surveys or follow-ups can provide insight into whether employees feel improvements are being made.
Low scores or critical feedback can feel discouraging, but they present an opportunity for growth. Here’s how to handle negative survey results constructively:
Employee surveys provide a powerful opportunity to listen, learn and improve. However, interpreting survey results effectively requires objectivity, a clear focus and a willingness to take action. By avoiding common biases, prioritising key insights and engaging employees in meaningful change, organisations can turn survey findings into lasting improvements.
If you’re looking to gain meaningful insights from your employee surveys and take effective action, get in touch with People Insight today to learn how our expertise can support your organisation’s engagement strategy.
