Snyder, Inc., in association with the Training Registry, can help you with four critical components in assessment and survey development, delivery, reporting and analysis.
Note: In today's legal climate it is extremely important to make a distinction between assessments and surveys.
Assessments, generally speaking, are instruments that allow you to make decisions and judgment calls on whether a person is meeting the goals they have been assigned to meet, or are the right "fit" for a particular job or project.
If you are using assessments to hire people, we highly recommend using tools that have been already validated by companies that specialize in this, unless you have a team of psychologists and statisticians who can legally validate these tools.
Surveys are a different subject—a survey is, generally speaking, a tool for asking the opinions of one, several or many people on a certain issue, and then using the data from those surveys to conduct better conversations on issues that are important—whether they be marketing concerns, customer feedback concerns, concerns over the morale of a workplace team, or any other issues important in the workplace or business arena.
For more information on the difference between surveys and assessments, click here for a helpful document titled The Training Registry Guide to Surveys and Assessments.
For an informative newspaper article from the Raleigh, North Carolina Triangle Business Journal on the dos and don'ts of employee surveys click here:
To contact David Snyder for a consultation about survey design, email email@example.com
To sample one of our currently live surveys, click here. Feel free to complete our Annual Training Needs and Preferences survey along with others nationwide who are entering their anonymous responses. Results may be viewed instantly online.
After test driving the survey, please email Richard Boren at firstname.lastname@example.org for more information about the features and capabilities of Assess.
In order for a workplace performance survey to be effective, especially 360s, you should use categories that are known to be related to workplace performance.
Furthermore, questions under those categories should be questions that are known to be related to those categorical issues as valid issues of investigation.
Here are a few common categories of 360 survey design analysis:
Here is an example of a 360 research category with appropriate questions:
|Strongly Disagree||Somewhat Disagree||Neither Disagree nor Agree||Somewhat Agree||Strongly Agree|
Has built and maintained excellent relationships with customers.
Understand the bottom line implications when planning projects or strategies.
Understands how personal achievement supports overall business needs.
Is able to establish clear and measurable milestones for self and for the team.
Clearly documents quarterly results and achievements with an impact on revenue.
For more information on common categories and questions and to arrange survey development consulting services, contact Richard Boren.
For David Snyder's Bio, click here.