Survey follow-through meeting

1. Survey follow-through meeting

Choose one action, an owner, and a review date

• [Team name] | [Meeting date]
• 30 minutes
• Synthetic practice example: 25 invited people in a 60-person company

Facilitator notes

Before presenting, replace the team, date, results, and every synthetic theme. Confirm that this audience can see the selected results. Remove identifying comments, and do not try to reconstruct suppressed groups. Invite a People lead if the manager cannot approve the likely action. Use the Action log in the eNPS workbook or your existing team tracker. This deck is general operating guidance, not a product workflow or effectiveness claim.

2. Agenda and discussion rules

1. 3 min: Set the scope and rules
2. 5 min: Read the results and limits
3. 10 min: Discuss one theme
4. 8 min: Agree an action and owner
5. 4 min: Confirm the employee update and review

• Discuss the work, not who answered.
• Anyone can pass. Do not ask people to explain their survey score.
• Use [People contact / route] for an issue that needs a private conversation.

Facilitator notes

The agenda totals 30 minutes. Spend the first three minutes naming the survey window and what is safe to share. Say: 'We will discuss the work and agree one action. Nobody needs to reveal what they answered.' Passing is allowed. Complete the contact route before presenting. Don't promise confidentiality beyond the actual process. If someone starts identifying a respondent, stop and restate the theme without the details. Urgent safety or conduct concerns need the appropriate internal route, not a wait for the next survey.

3. Results we can share

• September eNPS: +35
• Valid answers / invited: 20 / 25
• eNPS participation: 80%

• eNPS changed by +20 points. Participation was 80% in both periods.
• These aggregate counts do not tell us whether the same people responded.

Facilitator notes

All figures are invented practice data. eNPS = (promoters minus detractors) divided by all valid answers times 100. Promoters scored 9-10, passives 7-8, and detractors 0-6. August: (8-5)/20 x 100 = +15. September: (11-4)/20 x 100 = +35. Participation = 20/25 = 80% in each period. Replace the group, periods, counts, scores, and participation together. Show only results already permitted for this audience. Source: https://www.netpromotersystem.com/about/measuring-your-net-promoter-score/ and https://feedbackpulse.com/resources/employee-net-promoter-score-enps-complete-guide-calculator. Checked October 4, 2026.

4. What these results leave open

• At 20 answers, one adjacent-band change is 5 points.
• One detractor-to-promoter change is 10 points at that same count.
• Changes in respondents, question wording, or timing affect comparisons.
• A higher score alone does not prove an action worked.

Facilitator notes

Sensitivity is arithmetic with a fixed response count, not a confidence interval or a significance test. It describes a hypothetical reclassification, not an identified person. We cannot infer individual movement from these aggregate counts. Ask what changed in the invitation group or survey window. If participation changed, say so without guessing its direction of bias. Use the counts and context to decide what to investigate; do not diagnose an employee from a score.

5. Discuss one theme

• Investigate: Late changes to weekly priorities
• Keep: The daily handover that helps teams coordinate

• Where does this show up in the work? Give a process example without identifying a person.
• What would make priorities clearer next week?
• What should we preserve while changing the process?

Facilitator notes

These themes are invented, not quotes or measured findings. Replace them with a safe summary of your actual comments. Start with two minutes of optional quiet writing, then discuss for eight minutes. Record a process issue and a possible change, not the speaker's identity. If examples reveal a unique incident or person, paraphrase or move the issue to the appropriate private route. Do not pressure people to agree with the theme or reveal their survey answer. If no safe theme can be shared, use this time to ask which part of the process needs clarification.

6. Choose an action we can deliver

• Team decision: Publish three weekly priorities and name the work to pause.
• Needs escalation: Request a staffing review from [decision owner].
• Preserve: Keep the daily handover while testing the priority list.

• Choose a change the owner can approve and complete.
• If a request needs escalation, name the decision owner and response date.

Facilitator notes

These are synthetic options. Use the first part of the eight-minute action block to compare effort, authority, and the completion check. Pick one action with an owner who accepts it. A suggestion is not a commitment until the decision owner agrees. Do not promise headcount or policy changes you cannot approve. Record an escalated issue separately with a response date, even when the answer may be no. The instruction to choose one action is an operating default for a short meeting, not a statistical conclusion.

7. Record the action decision

Facilitator notes

Use the rest of the eight-minute action block to complete this table. Replace every example value. Confirm the owner accepts the action, the date is feasible, and the completion check shows whether the work was done. Put the decision in your existing tracker or the workbook's Action log. An owner role is enough for a shared copy. Record an employee update and a review date as well as a delivery date. If authority is missing, record who must decide and when they will respond. All dates on this slide are illustrative.

8. Send a clear employee update

You told us that late priority changes make planning harder. We will publish the week's three priorities and name the work to pause. The team lead owns this, due October 12. We will review whether the list is usable on October 26. We will keep the daily handover. The staffing request needs a separate decision; [decision owner] will respond by [date].

• Replace this synthetic message, then share it through your team's usual channel.
• Include what was heard, the decision, the owner, and when employees will hear back.

Facilitator notes

Use part of the last four minutes to read the message aloud. Replace the theme, action, owner, dates, and escalation fields. The example does not claim a staffing decision has been made. Share the update with employees who were invited, including those who did not attend. Keep comments and identifying detail out of the message. If the action is blocked or the decision is no, state the reason and the next response date. Send it yourself after the meeting; this kit does not send messages.

9. Review the action on the agreed date

• Delivery: Did the priority list exist before planning?
• Usefulness: Could people use it to decide what to pause?
• Next decision: Continue, change, stop, or escalate?

• Record the observed outcome in the action log.
• Read the next survey with its counts and context. A score change alone is not evidence of cause.

Facilitator notes

Finish the last four minutes by confirming the review invitation and employee update owner. At review, check delivery separately from usefulness. A completed task can still need revision. Record what was observed and what you decided next. Compare the next survey only after checking question, invitation group, window, participation, and privacy. Do not present an improved score as proof that this action caused an improvement. If the next survey is not available, review delivery and usefulness anyway, and say what remains unknown.