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Best
 
Practices
 
for
 
Associate/Employee
 
Research
 
Ryan
 
Williams,
 
MAL
 
President
‐
TWI
 
Surveys
 
Inc
 
For
 
more
 
than
 
a
 
century
 
researchers
 
have
 
been
 
engaged
 
in
 
observing
 
organizational
 
processes.
 
In
 
the
 
early
 
19
th
 
century
 
the
 
focus
 
was
 
on
 
identifying
 
the
 
efficiency
 
of 
 
process.
 
Through
 
this
 
process
 
it
 
was
 
realized
 
that
 
observing
 
changed
 
performance.
 
This
 
simple
 
revelation
 
has
 
strongly
 
influenced
 
how
 
and
 
why
 
we
 
engage
 
in
 
measuring
 
organizational
 
dynamics
 
today.
 
When
 
we
 
construct
 
research
 
processes
 
the
 
founding
 
principle
 
is
 
that
 
the
 
research
 
is
 
a
 
two
 
way
 
communication.
 
What
 
we
 
ask
 
and
 
how
 
we
 
ask
 
it
 
tells
 
stakeholders
 
what
 
is
 
important
 
to
 
us.
 
The
 
process
 
has
 
the
 
power
 
to
 
create
 
changes
 
for
 
the
 
positive
 
or
 
the
 
negative.
 
Organizational
 
research
 
should
 
encourage
 
collecting
 
valid
 
evidence
 
for
 
decision
 
making
 
and
 
recognize
 
that
 
the
 
audience
 
needs
 
to
 
understand
 
what
 
and
 
why
 
you
 
are
 
researching
 
their
 
activities.
 
Expected
 
Data
 
Benefits
 
for
 
Planning
 
 
Evaluates
 
what
 
works
 
well
 
 
Provides
 
evidence
 
for
 
what
 
works
 
and
 
what
 
might
 
need
 
to
 
change
 
 
Informs
 
planning
 
process
 
to
 
make
 
future
 
decisions
 
more
 
effective
 
Dialogue
 
Benefits
 
of 
 
Research
 
 
Connects
 
people
 
across
 
the
 
organization
 
 –
 
common
 
understanding
 
 
Creates
 
opportunities
 
for
 
feedback
 
 
Facilitates
 
organizational
 
dialogue
 
on
 
common
 
strategic
 
themes
 
Use
 
Surveys
 
Wisely
 
 
Employees
 
value
 
the
 
ability
 
to
 
provide
 
anonymous
 
feedback.
 
 
Less
 
enfranchised
 
organizational
 
members
 
need
 
communication
 
opportunities.
 
 
“It
 
is
 
safe
 
to
 
say
 
what
 
you
 
think
 
around
 
here”
 
is
 
consistently
 
a
 
low
 
finding
 
on
 
employee
 
surveys
 
across
 
all
 
sectors
 
When
 
Organizational
 
Research
 
is
 
Done
 
Poorly
 
 
Employees
 
don’t
 
think
 
anything
 
changed
 
 
Questions
 
are
 
not
 
relevant
 
to
 
their
 
immediate
 
experience
 
 
Senior
 
managers
 
receive
 
and
 
use
 
the
 
results
 
but
 
the
 
results
 
do
 
not
 
impact
 
the
 
day
‐
to
‐
day
 
life
 
of 
 
the
 
participants
 
 
People
 
feel
 
they
 
gained
 
a
 
voice
 
in
 
decision
 
making
 
Anyone
 
conducting
 
an
 
organizational
 
survey
 
should
 
appreciate
 
that
 
the
 
very
 
act
 
of 
 
surveying
 
itself 
 
influences
 
attitudes
 
(Walters,
 
2002)
 
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