“A good MO drives engagement and pride.”

When Monique Laverman started as head of HR in autumn 2021, she wanted the employee survey to be more than a snapshot. “We really wanted to understand what is going on in the organisation. The survey had to become a starting point for dialogue and development.”

Together with DUO-Onderwijs, Laverman opted for careful design. “We took our time to get it right. We went through the questionnaire together and supplemented it with topics that fit our school, such as sustainable employability and development.” Staff participation was also involved so that the survey became everyone's business.

From start to finish, communication was key. “We immediately made it clear that the survey is anonymous, what the purpose is, and what we do with the results,” says Laverman. Communication is key - not only about what you measure, but also about what you do with it.”

When the results came in, the school opted for full transparency. “We did not leave the results in a drawer, but actively shared them through presentations, newsletters, emails and consultations. Each team got its own report, so everyone could identify with the figures and make their own plan of action. “That created ownership in the teams

Three themes received extra attention: work pressure, working conditions and social safety, and the interview cycle. “It's better to tackle three themes really well than ten halfway. By applying focus, you make the process concrete and manageable.” Managers played a crucial role in the translation. “They discuss the results with their teams and help turn the findings into actions. In this way, the MO becomes part of the conversation about job satisfaction and development.”

The school showed that results only gain value if you do something with them. Concrete improvements followed: a renewed testing policy, a school-wide study day on identity, a new intranet and an adapted leave regulation for support staff. “We link outcomes directly to actions. That way, employees see that their feedback really makes a difference,” says Laverman.
Moreover, the results were discussed with the PGMR and the Supervisory Board. “We want the subject to be alive at all levels of the organisation,” says Dr. K. With success: employee satisfaction rose from a 7.6 to an 8.6. “We celebrated that together. We treated everyone - celebrating success strengthens the sense of pride and togetherness.”

The MO is no longer a stand-alone instrument, but part of a bigger picture. The results are linked to other surveys, such as the RI&E and the psychosocial workload survey. “For us, the MO is not an end point, but a mirror that we use in all our HR processes,” says Laverman. “A good MO not only says something about satisfaction, but above all about the organisation's power to learn and grow.”

Working with DUO-Onderwijs was essential in this respect. “They are realistic, reliable and really think with us,” says Laverman. “We learned not to make it too big. Some themes you can link directly to what is already running - that makes it feasible and recognisable.”

What Laverman would like to pass on to other schools? “Don't make the MO too heavy, but meaningful. Involve everyone - from employee participation to supervisory boards. Celebrate successes, keep communicating and give managers an active role. The MO should not feel like an obligation, but a moment of reflection. When you see that you are growing together, it gives energy.”