Teacher Wessel on the power of an employee survey

How do you ensure that every employee is heard and seen? Not just the employees who like to have their opinions heard, but also the group that stays in the background? “The results of the staffondrequest (MO) gave us an honest picture from how employees experience our school,” says teacher Wessel Achterberg. 

Last year, Wessel and his colleagues were asked to participate in the employee survey. Wessel filled in the questionnaires almost immediately. ‘I really like that everyone gets the opportunity to speak out,’ he says. ‘The survey was anonymous and done by an external party. That makes it safe for everyone to participate.’ That safety is important to Wessel. ‘Our school is not very big, which can sometimes make it difficult to speak your mind. It quickly becomes personal. With an anonymous and independent survey, you have the peace of mind that you won't be called on your opinion reviewed.’ 

At Wessel's school, the school management had nothing to fear: the results of the employee survey were remarkably positive. Why striking? Wessel explains: ‘In every school, you have people who always speak up and don't hide their complaints. The danger is that their opinion defines the image of the organisation. But that image is not always the reality. The strength of the survey is that you collect reliable and valid data that is representative its for the whole school and is not based on gut feelings of a small group.’  

The study itself did not pose any questions for Wessel. ‘The importance of the survey was well stated beforehand. The questionnaires were clear and targeted.’ The results were presented at a study day with the entire team shared. ‘That way, the employees got an insight into where we stand.’ This meeting also produced little discussion. Wessel explains: It was a perfect reflection of how employees perception of the organisation. The figures, charts and tables providedn recognition and agreement at.’ 

The school needs that recognition and agreement. ‘As a small school, we are making a transition to a more professional organisation whereat gut feelings are given less space,’ Wessel says. ‘Such a culture change requires support, and if you recognise yourself in the results, you are more likely to conform to the outcome. Therefore, it is also important that the results were shared with us centrally. The school management translates the results into points of improvement for next year. As these are based on an independent measurement, I expect everyone to agree.’ 

Wessel calls DUO-Onderwijs's broad benchmark a major plus point of the study. ‘By comparing your results with the national picture, you can see exactly where you stand. It also puts things in perspective,’ he says. ‘Even employees who tend to complain quickly now see that the grass is not always greener at the neighbours. The reality is that, together, we have achieved some pretty cool things.’  

Wessel Achterberg is a geography teacher, ICT coordinator and mentor at Christelijk College de Noordgouw in Heerde.