Part 1 in the April Notable, highlighted insights from Jodie Cunningham of Kopplin, Kuebler & Wallace, who explained the link between engaged employees and stronger club performance—from productivity and retention to member satisfaction. While employee surveys are most effective for measuring employee engagement, she emphasized that it is what the club does with the survey results that matters most.
Effective surveys begin with intention. Before launching a survey, define what you want to learn—whether it’s overall satisfaction, specific workplace insights or general feedback. Clear objectives lead to focused, understandable questions and more reliable data.
From there, building trust is paramount so ensuring survey anonymity is crucial. Employees may be afraid to give open feedback, especially in the first few surveys, Cunningham warned. How you use the survey results will significantly influence future participation.
Next, consider accessibility and inclusivity of the survey. Offer it in multiple languages to ensure everyone can comfortably participate. Following
up on the survey is then the most important step. Sharing results, particularly at the department level, demonstrates transparency and reinforces that feedback is being heard.
Before launching a survey, Cunningham recommends asking the following questions:
› Are we ready? Do we have buy-in to support the survey? Are we willing to learn from the data and make changes?
› What is the survey timeline? Is the timing suitable (not during holidays, reviews or busy work periods)? Have we set clear start and end dates for the survey and determined when the data will be released?
› How will we communicate about the survey? Have we proactively told employees the survey is coming and that we value their input? Have we explained how we will use their feedback?
Then comes the most important step—action. Be sure to thank employees for participating in the survey and celebrate what is working, rather than focusing only on what isn’t. Address areas of concern and be clear about where changes will and will not be made. Communicate what you are doing and what you are taking action on to build credibility and momentum.
To turn employee insights into action, Cunningham recommends a simple 1-3-5 approach: turn one challenge from the findings into a goal, create three strategies you will use to achieve that goal and identify five tactics for success. Use AI to analyze the findings, uncover key themes and develop action plans. Include employees in the planning and communicate your actions.
“Don’t let the process overwhelm you. Start somewhere by conducting a survey, communicating the results and acting on at least some of the results. People want to know you are doing something with the feedback,” she concluded.
Notable – May 2026
Jodie J. Cunningham, SPHR, SHRM-SCP is a HR/Talent Strategist, Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE. She can be reached via email: jodie@kkandw.com.