Can you share a success story from a time you used employee survey data to positively improve corporate culture?

In a recent engagement survey, we learned that managers were not providing their direct reports with actionable feedback on a regular basis, which led to a lack of alignment on expectations and performance. Using this data, we implemented a more regular, robust feedback cycle for managers to follow which helped to improve communication, alignment, and ultimately led to a healthier overall culture (as shown in follow up survey data). 

The most common question I received as soon as we announce we have started our work on Organization Culture, how are going to measure it!!! Culture doesn't happen overnight. Building a Culture is a journey. At the same time, it's also good to get some feelers on where we are, how has it been landing, the experiences and so on. The annual Employee Engagement Survey parameters do have some good identifiers. You need to align those parameters in the survey that connects in your Culture journey and create a scorecard. This has helped me to reignite the culture conversations where I could reactivate sponsorship and participation starting at the leadership. I have the fortune on working on Org. Culture transformation twice, in the past one for a whole market, and now for a business at a global scale. Please use the employee survey as much as possible to improve organizational culture. All the best. 

By employing tools like OfficeVibe for pulse surveys, we reduced the frequency of survey fatigue. The survey highlighted recurring feedback on wellness, leading us to adapt and implement a more flexible vacation policy in response to employee stress and concerns about time off. Transparent communication of survey results, and proactive actions by leaders. resulted in increased positive engagement, demonstrating the effectiveness of using employee feedback to drive meaningful change in corporate culture.

I used to work for an American car manufacturer overseas. They had a poor record on racism and were at risk of being shut down under health and safety legislation. They were required to provide diversity and inclusion training for managers and staff, among other actions. We asked a question on the regular pulse survey about whether one had attended the training. Staff who had attended were more likely to think the organisation were taking positive action on diversity and inclusion than those who had not attended.