Unrolling and exploiting strategic potential

Our implementation approach

Our core competence lies in our ability to design your employee survey to suit your context and to let it evolve so that it unfolds your strategic potential step by step. After much reflection and experience and numerous empirical studies, we have developed an implementation approach and various inter-culturally adaptable modules that allow us to tailor strategic employee surveys to companies’ specific needs and to set them up step by step.

At the center of our implementation approach is the question: How can we design and evolve your ES to provide maximum support for your managers and supervisors for attaining their operational and strategic business objectives in a given set of circumstances?

Our paradigm is a fully-fledged, strategic ES which is an integral part of your business management system using the survey data as a part of evidence-based management. This allows managers to make decisions on the basis of the best scientific methods and findings.
The litmus test for a mature strategic employee survey is, however, the issue of whether managers at all levels and in all corporate divisions make proper use of the survey to achieve the strategic and operational targets.

We base our methods on two design principles:

  1. The overall package has to be right: It is impossible to develop a strategic employee survey using a standard approach. LOGIT therefore places the utmost importance on making the individual design components that make up an employee survey (questionnaire, communication, follow-up processes, project architecture, survey methodology, proficiency, etc.) part of a flexible overall package, if needed, by adding others to ensure that the survey has the greatest possible impact in relation to demands and circumstances (“total package design”, or TPD).
  2. A strategic employee survey has to be set up in stages: A TPD also has to be viewed as a long-term thing. Wanting to unroll all the potential of an ES right from the beginning would be too much for any organization. That’s why from the outset we structure strategic employee surveys as organizational development processes and have developed proven, practical guidelines to do so. A medium to long-term concept is called for in order to give those who use the ES processes – the people affected by and actively participating in the ES processes (notably coordinators, employee survey experts and managers) – the time to become proficient in them thanks to a systematic ramp-up.

In developing this kind of ES, LOGIT always keeps its sights on four principle design elements which are mutually complementary and which are crucial to the maturity grade of a strategic employee survey:

  1. ES design: Are the different design elements (purpose and goals of the survey, project architecture, questionnaire, survey process, survey design, data evaluation, etc.) geared to one another and tailored to the strategic goals and company specifics? For example, does the questionnaire supply all the requisite information you need to identify the “adjusting levers” that are crucial for the implementation of your strategy? How well does the operational survey process work? What must and can be improved here?
  2. Networking: Is your ES networked with other strategic and operating tools and processes (for example, indexes in corporate key figure systems, benefit and use of ES data in strategic projects, linkage analysis with key business figures, integration of ES data in management assessment tools such as target agreements, potential assessments and remuneration systems, management training, etc.)? What potential can be raised here?
  3. Commitment: Do the different stakeholders (management, supervisors, employees, employee representatives) in your organization regard your ES and the data and measures resulting from them as an important and worthwhile management tool? What value does your management place on the ES? What is needed to restore, increase or maintain commitment?
  4. Know-how: What knowledge, experience and competencies does your organization possess for effective and efficient use of the ES data? What proficiency and support measures are necessary, meaningful and feasible to raise the impact of the ES?


You can download a detailed description of our approach here (German version).