casestudies

increasing the appetite for an employee survey at the Gleneagles Hotel

When we first worked with Gleneagles in 2002, we inherited a survey where employee apathy was high and response rates were falling. As a business, Gleneagles did see value in the use of an employee survey and wanted to bring the project back to life. Over the last three years we have worked in partnership with Gleneagles to improve their overall level of response from just 25% to an all-time high of 74%.

The majority of this increase can be put down to a combination of employee ownership of the survey ("you own what you help to create") and senior level belief in the action and change as a result of the survey.

Our involvement has focused on the adaptation of the questionnaire from a solely corporate tool, to a survey which now contains questions about both local (departmental) issues and the wider company strategic issues. This was achieved through qualitative focus group work with staff from all parts of the hotel and backed up by us presenting the results of the survey to over 30 different teams within the business. Departmental teams work on their own action plans and interest in the survey (and its perceived value) is much higher than previously.

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