ILP Institute for Learning Practitioners

HeadsUP

How does HeadsUP differ from traditional surveys?

Consider for example the organisation that says it wants employees to use their initiative, to be creative and responsive, to take responsibility. Then it implements a survey that doesn’t allow for constructive input, where the participants worry about confidentiality, are the last to receive the survey data (after a long delay) and their feedback is rewarded with inaction or top-down instructions, exhortations, criticism or reprimands.

The conduct of traditional employee surveys typically contradicts the values and behaviours they seek to measure. And, when a survey fails to ‘walk the talk’ it can lead to negative outcomes such as frustration, lower commitment, loss of credibility and ‘disengagement’.

What makes HeadsUP different is the process implies trust and respect, confidentiality is assured, it always has a 100% response rate, the participants are the first to see and analyse the data, which they discuss, and management gets both the survey results and meaningful suggestions for improvement – at the same time.

How is HeadsUP implemented?

There are two phases:

Preparation

Key aspects addressed during this phase include:

• Clarification of aims, success factors and responsibilities, including the nomination of a ‘HeadsUP champion’.
• Input and agreement on the engagement factors (drivers) to be assessed and their importance to corporate strategy.
• Crafting and word smithing of survey categories/statements.
• Uploading of the survey to the HeadsUP support site.

Workshops

HeadsUP workshops each last about two hours and include a maximum of 20 employees. The number of workshops depends on a few factors, including the size of the organisation, the levels/areas covered and the extent of employee involvement desired.

At each workshop the HeadsUP process involves the following:

• The value of the survey and the method are explained.
• Survey items are clarified and participants consider their importance.
• Partipants individually complete the survey.
• A group profile is created using the HeadsUP support site.
• The profile is analysed and discussed; strengths and opportunities for improvement are identified.
• Suggestions for improvement are obtained.

The survey data from each workshop is collated and a summary report produced, including priorities for improvement. The findings are presented to senior management.

Assistance can be provided during the post-workshops phase to support your organisation in effectively responding to the employee feedback.

Applications

HeadsUP can be used to support any culture change or improvement initiative, e.g. strengthening a safety or service culture, or increasing employment engagement.  In particular, HeadsUP can provide valuable data for use in leadership development programs. 

Benefits

HeadsUP delivers significant benefits. These include:

• Employees feel trusted and appreciated. [The negative side-effects of the traditional approach are avoided.]
• Given their involvement in developing and reviewing the HeadsUP profile(s), participants typically respond very positively and take ownership of the results.
• Managers gain valuable information regarding the culture of the organisation, in particular employee perceptions of what is needed to improve performance.
• The HeadsUP process clearly signals the importance of values such as empowerment, participation, mutual respect and open communication.
• Greater perceived relevance and effectiveness of leadership development programs.

In summary

HeadsUP is straightforward, constructive and action-oriented. It has considerable flexibility and is highly effective in creating ownership and stimulating change. The process will help you to strengthen employee engagement and leverage leadership initiatives.

Please contact us for further information.