The report.
It is organized around the concerns that came up most consistently, not around question numbers.
Each concern is presented the same way. What employees raised, what the questionnaire results show about how widely it is shared, and a specific recommendation. Where a concern appeared in one department but not others, we say so. Where it appeared everywhere, we say that too.
Recommendations are proportional. A scheduling problem gets a scheduling fix. We do not pad reports with training recommendations the findings do not support.
What it contains.
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Concerns and recommendations
The issues employees raised most consistently, with employee comments in their own words and a practical recommendation attached to each.
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Individual manager reviews
Every manager and supervisor employees identified receives their own review. Areas of strength, areas of concern, and suggestions, drawn entirely from what that manager's own people reported. Approval ratings are interpreted within the review rather than listed on their own.
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Facilities, safety, and working conditions
Equipment, tools, restrooms, drinking water, lighting, parking, temperature, break areas, and anything else employees raise about the conditions they work in. Kept as a separate list so items get assigned and closed rather than buried inside a narrative about morale.
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A read on your emerging leaders
Employees tell us who they admire and who they believe has leadership potential. You get a short list of the people your workforce actually looks to, identified by the coworkers who see them work every day.
Most surveys tell you what is wrong. This one also tells you who you have.
The leadership questions are the part clients do not expect. Some of the names that come back will already be on your radar. Some will not, and those are usually the ones worth paying attention to.
You cannot get this from an org chart, and you cannot get it from the supervisors, who are seeing something different from what coworkers see. It comes from the people working alongside them.
How it reaches you.
The report is written over a few days and delivered to ownership or the C-suite. We then sit down with your executive team, in person or by conference call, and work through the findings.
Nothing is edited or softened before you read it. Our consultants are not in your org chart and not on your payroll, and nobody in the organization reviews the report before it reaches the top.
- Employees Speak in small confidential groups and complete written forms that never leave the room.
- The Alliance consultant Transcribes the comments verbatim, destroys the forms, and writes the report.
- Ownership and executive management Receive the findings unfiltered, then meet with their managers to decide what changes.
Who does not receive it
- Human resources
- General managers
- Directors and department managers
- Supervisors
We recommend that executives meet with their managers and supervisors directly to work through management style items and the facilities list, without sharing or forwarding the report. Feedback delivered by the person you answer to carries weight that a document never will.
Employees are quoted in their own words.
We do not summarize sentiment.
Comments go into the report the way employees said them. We do not soften the language, because the words carry weight and executives need to hear how their people actually feel. Where an account is detailed enough that the speaker could be identified, the consultant works with that employee to reframe it before it goes anywhere.
That is another reason the report does not circulate. A document full of unedited employee language is exactly what a supervisor would read looking for a voice they recognize.
See what a report looks like.
We are glad to walk through the structure of a report, with a redacted sample, before you commit to anything.