How to go through the results with your employees
The meeting after the survey decides whether people answer next time. Hold it soon, show the figures as they are, and spend the time finding causes and measures together – not explaining the result away.
Updated October 6, 2026 · 4 min read
Why the meeting matters more than the report
A report tells you what people answered. The meeting is where they see whether anyone listened. The regulation on the performance of work requires the survey, the risk assessment and the measures to be done in cooperation with employees and their representatives, and requires that they are informed about the risk factors and the measures (§§ 1A-2 to 1A-4). The review is where that cooperation happens in practice.
When: within a couple of weeks
The longer you wait, the less people connect the figures with what they answered. Book the time before the survey goes out, so it does not get pushed back. Go through the figures with the safety representative and any union representatives first, so they know them before the rest of the group.
Who: the group the figures are about
Go through the results with the group they concern – the whole company in a small business, otherwise department by department. The manager leads the meeting, and the safety representative takes part. If the result is about the manager, for instance a low score on support from the manager, it can be wise for the safety representative or another manager to lead that part.
A one-hour agenda
- 5
- WhatWhy we ran the survey, and how many answered
- 10
- WhatWhat is going well – with figures
- 15
- WhatWhat is weakest – with figures, without explaining it away
- 20
- WhatGroups of 3–4: what lies behind it, and what would help?
- 10
- WhatChoose 2–3 things to act on, and agree when you will follow up
| Minutes | What |
|---|---|
| 5 | Why we ran the survey, and how many answered |
| 10 | What is going well – with figures |
| 15 | What is weakest – with figures, without explaining it away |
| 20 | Groups of 3–4: what lies behind it, and what would help? |
| 10 | Choose 2–3 things to act on, and agree when you will follow up |
Start with what is going well. Not to soften the blow, but because those are findings too: they tell you what you must take care to keep.
Questions that open the conversation
- Do you recognise yourselves in this number?
- What do you think lies behind it?
- When do you notice this most in your working day?
- What would make the biggest difference – and what can we do ourselves?
- What should we stop doing?
Small groups get more people talking than a plenary round. Ask the groups to write their answers down, so nobody has to stand behind a view alone.
Four things to avoid
After the meeting
Write down what you agreed, with owners and deadlines, and send it to everyone – including those who were not there. Say what you have chosen not to do, and why.
When the next survey comes, start by telling people what happened after the last one. People answer when they see it makes a difference. Read more about getting from results to measures.
Sources
- Regulation on the performance of work, chapter 1A, with Arbeidstilsynet's comments (Norwegian)
- Psychosocial working environment (Arbeidstilsynet, Norwegian)
This is general information, not legal advice. We checked what the law says with Lovdata and Arbeidstilsynet in September 2026.
Share the results without exposing anyone
Orgpuls shows only groups with enough answers, and gives you a page to share with your employees when the round is closed. The first 15 days are free.