Survey Methodology Part 3 - Domain Diagnostic

survey survey

Last week I wrote about the trend survey. By this stage, you’ve taken a base line of your culture, taken some action, checked in on progress and best of all you're starting to see some tangible results.

This is great news, and will provide real benefit to your organization in the form of improved engagement and hopefully improved performance.

As we move into Q3, it's time to move beyond the outputs of your baseline survey and dig a little deeper on a domain of particular importance to your organization. Often this domain is touched on in previous surveys, but it's part of your DNA or considered one of your differentiators as an employer so it's worthly of some detailed exploration.

Q3 - Domain diagnostic

The domain diagnostic is a bigger survey than the previous trend survey. We’d recommend 25 to 50 Questions, of which around half will be specific to the domain of interest, and the rest will track your drivers and engagement trend to ensure efforts are still on track. This survey should take 5 to 10 minutes to complete.

Domain diagnostic surveys focus on something like Manager Effectiveness, Leadership, Values or Benefits. The sort of topics important enough to require some detailed understanding, but would be too difficult to get a full understanding of in your baseline survey. Being able to ask more questions on this topic lets you actually diagnose where an issue lies. So from a Benefits diagnostic, you won't just understand that there is an issue with benefits, you'll actually understand which Benefits are working for your employees and which ones aren't.

Our classic example of a domain diagnostic is the Manager Effectiveness survey. This may not be a key driver of engagement, but as your managers are usually the real drivers of effective change in your business you want them to be self aware and readily equipped with all of the feedback that they need to really be effective. The Manager Effectiveness diagnostic will ask detailed series of question on how employees feel about their managers. This can then be used to provide detailed action planning for each manager - things like training, mentoring and cross-skilling.

At the end of Q3 you now not only have hard data on improving engagement, but you're moving into a more sophisticated understanding of what makes your culture tick.

In my next blog we move back on to the trend. Here we get to see how this detailed understanding is changing your organization.

You can read more about domain diagnostic surveys on the Academy.

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