In an insightful Dilbert” cartoon, the boss is reviewing the results from a recent survey with two employees. The survey results being less than desirable, the boss states, “Managers' bonuses are linked to these results.
Getting the Most from Survey Participation
In an insightful Dilbert" cartoon, the boss is reviewing the results from a recent survey with two employees. The survey results being less than desirable, the boss states, "Managers' bonuses are linked to these results. You can be sure we'll make big changes ... to the survey. " Surveys can be a strategic asset and viable financial tool when assessing certain aspects of your firm. Surveys can also be useful in evaluating merger opportunities. Perhaps the best use for survey information is to identify needed improvements and illustrate the benefits of change. Improperly utilized, however, survey data can cause more harm than good. Survey results taken out of context can create unrealistic expectations among partners, foster unhealthy and divisive comparisons between practices or offices, promote unachievable strategic objectives, and generate broad-based anxiety and apprehension.
By
Don Williams, Pete Peterson, Bill Bachman And Mike ShortThis premium content is locked for Accounting and Financial Planning for Law Firms subscribers only
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