William H. Macey, Ph.D., is Senior Research Fellow at CultureFactors, Inc. He was the CEO of Valtera Corporation for 35 years until the acquisition of Valtera by CEB in 2012. A SIOP past-president, he is a Fellow of SIOP, APA, and APS and was recipient of SIOP's Professional Contributions Award in 2017. He is a current member of the editorial board of the Journal of Business and Psychology. He received his Ph.D. from Loyola University Chicago in 1975 in Experimental Psychology. His current professional interests include organizational surveys, culture and climate, and leader assessment. Some of his more widely cited publications include "The Meaning of Employee Engagement" (Macey & Schneider, 2008); and "Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage" (Macey, Schneider, Barbera & Young, 2009).Alexis A. Fink, Ph.D., is Vice President, People Analytics and Workforce Strategy at Facebook. She has previously held similar roles at Microsoft and Intel, and has done extensive work in organizational transformation, organizational culture, leadership assessment, and the application of advanced analytical methods to human capital problems. She is a Fellow of SIOP, a 2019 recipient of SIOP's Distinguished Service Award, and past Chair of the IT Survey Group, an industry consortium dedicated to employee surveys. She earned her Ph.D. in Industrial/Organizational Psychology at Old Dominion University in 2000. She also serves as the Practice Editor for Industrial and Organizational Psychology: Perspectives on Science and Practice.

• Chapter 1. Employee Surveys and Sensing: Challenges and Opportunities William H. Macey and Alexis A. Fink Chapter 2 Strategic Surveying for Driving Organizational Change: A Very 3M StoryKaren B. Paul and Kristofer J. Fenlason Chapter 3. Improving the Design and Interpretation of Sample Surveys in the Workplace Paul M. Mastrangelo Chapter 4. Exploring the Universe of Pulse Surveys & Continuous Listening OpportunitiesJeffrey A. Jolton and Cameron Klein Chapter 5 Lifecycle Surveys: Individual and Organizational JourneysJeffrey Saltzman, Scott Brooks, and Victoria Hendrickson Chapter 6 Design and Application of Employee Engagement Surveys: An Evidence-Based ApproachJohn P. Meyer Chapter 7. Focus Groups: Blending Qualitative and Quantitative Methodology to Improve the Survey ProcessJeffrey M. Cucina and Ilene F. Gast Chapter 8. Strategic Climate Research: How What We Know Should Influence What We DoBenjamin Schneider Chapter 9. The Unique Role of Corporate Culture in Employee Listening SystemsDaniel Denison, Marcus Dickson, Michelle Mullins, and Jessie Sanchez Chapter 10. Employee Preferences: Why They Matter and How to Measure ThemDiane Daum and Jennifer Stoll Chapter 11. How Did We Do? Survey Benchmarking and Normative DataElizabeth A. McCune and Sarah R. Johnson Chapter 12. Writing Organizational Survey Items that Predict What Matters in Organizations Daniel Ingels, Kathryn Keeton, and Christiane Spitzmueller Chapter 13. Open-ended questions: The role of Natural Language Processing and Text AnalyticsSubhadra Dutta and Eric O'Rourke Chapter 14. Is the Engagement Survey The Only Way? Alternative Sources for Employee SensingMadhura Chakrabarti and Elizabeth A. McCune Chapter 15. Mechanics of Survey Data AnalysisMelinda J. Moye and Alison L. O'Malley Chapter 16. Taking Action to Drive Change through Survey Key Driver AnalysisJeff W. Johnson Chapter 17. Linkage Analysis: Tying Employee Attitudes to Business OutcomesShawn Del Duco, Patrick Hyland, David Reeves, and Anthony Caputo Chapter 18. Optimizing Differences Between Groups is Important: Examples from Applied SettingsPaul Bliese, Eliza Wicher, and Dhuha "Dee" Abdulsallam Chapter 19. Data VisualizationEvan F. Sinar Chapter 20. Creating and Delivering the Executive Presentation: Telling the Story of the SurveySarah R. Johnson Chapter 21. Artificial Intelligence-Augmented Action TakingSara P. Weiner and Melissa McMahan Chapter 22. Rediscovering the Art of Surveys for Organization ChangeAllan H. Church and Melissa McMahan Chapter 23. Employee Survey Research: A Critical Review of Theory and PracticeLewis Garrad and Patrick K. Hyland Chapter 24. From Identified Surveys to New Technologies: Employee Privacy and Ethical ConsiderationsLise M. Saari and Charles A. Scherbaum Chapter 25. Managing Workplace Job Attitudes and Performance in Organizations with Labor UnionsJim Harter and Denise McLain Chapter 26. Current and Future Trends in Employee Survey Practice: A View from Employee Survey PractitionersChristopher T. Rotolo, Christina Fleck, and Brittnie Shepherd Chapter 27. Employee Surveys Move into the Future: A Tale of Evolution, Revolution and Speed BumpsAllen I. Kraut

William H. Macey, Ph.D., is Senior Research Fellow at CultureFactors, Inc. He was the CEO of Valtera Corporation for 35 years until the acquisition of Valtera by CEB in 2012. A SIOP past-president, he is a Fellow of SIOP, APA, and APS and was recipient of SIOP's Professional Contributions Award in 2017. He is a current member of the editorial board of the Journal of Business and Psychology. He received his Ph.D. from Loyola University Chicago in 1975 in Experimental Psychology. His current professional interests include organizational surveys, culture and climate, and leader assessment. Some of his more widely cited publications include "The Meaning of Employee Engagement" (Macey & Schneider, 2008); and "Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage" (Macey, Schneider, Barbera & Young, 2009).Alexis A. Fink, Ph.D., is Vice President, People Analytics and Workforce Strategy at Facebook. She has previously held similar roles at Microsoft and Intel, and has done extensive work in organizational transformation, organizational culture, leadership assessment, and the application of advanced analytical methods to human capital problems. She is a Fellow of SIOP, a 2019 recipient of SIOP's Distinguished Service Award, and past Chair of the IT Survey Group, an industry consortium dedicated to employee surveys. She earned her Ph.D. in Industrial/Organizational Psychology at Old Dominion University in 2000. She also serves as the Practice Editor for Industrial and Organizational Psychology: Perspectives on Science and Practice.

• Chapter 1. Employee Surveys and Sensing: Challenges and Opportunities William H. Macey and Alexis A. Fink Chapter 2 Strategic Surveying for Driving Organizational Change: A Very 3M StoryKaren B. Paul and Kristofer J. Fenlason Chapter 3. Improving the Design and Interpretation of Sample Surveys in the Workplace Paul M. Mastrangelo Chapter 4. Exploring the Universe of Pulse Surveys & Continuous Listening OpportunitiesJeffrey A. Jolton and Cameron Klein Chapter 5 Lifecycle Surveys: Individual and Organizational JourneysJeffrey Saltzman, Scott Brooks, and Victoria Hendrickson Chapter 6 Design and Application of Employee Engagement Surveys: An Evidence-Based ApproachJohn P. Meyer Chapter 7. Focus Groups: Blending Qualitative and Quantitative Methodology to Improve the Survey ProcessJeffrey M. Cucina and Ilene F. Gast Chapter 8. Strategic Climate Research: How What We Know Should Influence What We DoBenjamin Schneider Chapter 9. The Unique Role of Corporate Culture in Employee Listening SystemsDaniel Denison, Marcus Dickson, Michelle Mullins, and Jessie Sanchez Chapter 10. Employee Preferences: Why They Matter and How to Measure ThemDiane Daum and Jennifer Stoll Chapter 11. How Did We Do? Survey Benchmarking and Normative DataElizabeth A. McCune and Sarah R. Johnson Chapter 12. Writing Organizational Survey Items that Predict What Matters in Organizations Daniel Ingels, Kathryn Keeton, and Christiane Spitzmueller Chapter 13. Open-ended questions: The role of Natural Language Processing and Text AnalyticsSubhadra Dutta and Eric O'Rourke Chapter 14. Is the Engagement Survey The Only Way? Alternative Sources for Employee SensingMadhura Chakrabarti and Elizabeth A. McCune Chapter 15. Mechanics of Survey Data AnalysisMelinda J. Moye and Alison L. O'Malley Chapter 16. Taking Action to Drive Change through Survey Key Driver AnalysisJeff W. Johnson Chapter 17. Linkage Analysis: Tying Employee Attitudes to Business OutcomesShawn Del Duco, Patrick Hyland, David Reeves, and Anthony Caputo Chapter 18. Optimizing Differences Between Groups is Important: Examples from Applied SettingsPaul Bliese, Eliza Wicher, and Dhuha "Dee" Abdulsallam Chapter 19. Data VisualizationEvan F. Sinar Chapter 20. Creating and Delivering the Executive Presentation: Telling the Story of the SurveySarah R. Johnson Chapter 21. Artificial Intelligence-Augmented Action TakingSara P. Weiner and Melissa McMahan Chapter 22. Rediscovering the Art of Surveys for Organization ChangeAllan H. Church and Melissa McMahan Chapter 23. Employee Survey Research: A Critical Review of Theory and PracticeLewis Garrad and Patrick K. Hyland Chapter 24. From Identified Surveys to New Technologies: Employee Privacy and Ethical ConsiderationsLise M. Saari and Charles A. Scherbaum Chapter 25. Managing Workplace Job Attitudes and Performance in Organizations with Labor UnionsJim Harter and Denise McLain Chapter 26. Current and Future Trends in Employee Survey Practice: A View from Employee Survey PractitionersChristopher T. Rotolo, Christina Fleck, and Brittnie Shepherd Chapter 27. Employee Surveys Move into the Future: A Tale of Evolution, Revolution and Speed BumpsAllen I. Kraut

William H. Macey, Ph.D., is Senior Research Fellow at CultureFactors, Inc. He was the CEO of Valtera Corporation for 35 years until the acquisition of Valtera by CEB in 2012. A SIOP past-president, he is a Fellow of SIOP, APA, and APS and was recipient of SIOP's Professional Contributions Award in 2017. He is a current member of the editorial board of the Journal of Business and Psychology. He received his Ph.D. from Loyola University Chicago in 1975 in Experimental Psychology. His current professional interests include organizational surveys, culture and climate, and leader assessment. Some of his more widely cited publications include "The Meaning of Employee Engagement" (Macey & Schneider, 2008); and "Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage" (Macey, Schneider, Barbera & Young, 2009).Alexis A. Fink, Ph.D., is Vice President, People Analytics and Workforce Strategy at Facebook. She has previously held similar roles at Microsoft and Intel, and has done extensive work in organizational transformation, organizational culture, leadership assessment, and the application of advanced analytical methods to human capital problems. She is a Fellow of SIOP, a 2019 recipient of SIOP's Distinguished Service Award, and past Chair of the IT Survey Group, an industry consortium dedicated to employee surveys. She earned her Ph.D. in Industrial/Organizational Psychology at Old Dominion University in 2000. She also serves as the Practice Editor for Industrial and Organizational Psychology: Perspectives on Science and Practice.

• Chapter 1. Employee Surveys and Sensing: Challenges and Opportunities William H. Macey and Alexis A. Fink Chapter 2 Strategic Surveying for Driving Organizational Change: A Very 3M StoryKaren B. Paul and Kristofer J. Fenlason Chapter 3. Improving the Design and Interpretation of Sample Surveys in the Workplace Paul M. Mastrangelo Chapter 4. Exploring the Universe of Pulse Surveys & Continuous Listening OpportunitiesJeffrey A. Jolton and Cameron Klein Chapter 5 Lifecycle Surveys: Individual and Organizational JourneysJeffrey Saltzman, Scott Brooks, and Victoria Hendrickson Chapter 6 Design and Application of Employee Engagement Surveys: An Evidence-Based ApproachJohn P. Meyer Chapter 7. Focus Groups: Blending Qualitative and Quantitative Methodology to Improve the Survey ProcessJeffrey M. Cucina and Ilene F. Gast Chapter 8. Strategic Climate Research: How What We Know Should Influence What We DoBenjamin Schneider Chapter 9. The Unique Role of Corporate Culture in Employee Listening SystemsDaniel Denison, Marcus Dickson, Michelle Mullins, and Jessie Sanchez Chapter 10. Employee Preferences: Why They Matter and How to Measure ThemDiane Daum and Jennifer Stoll Chapter 11. How Did We Do? Survey Benchmarking and Normative DataElizabeth A. McCune and Sarah R. Johnson Chapter 12. Writing Organizational Survey Items that Predict What Matters in Organizations Daniel Ingels, Kathryn Keeton, and Christiane Spitzmueller Chapter 13. Open-ended questions: The role of Natural Language Processing and Text AnalyticsSubhadra Dutta and Eric O'Rourke Chapter 14. Is the Engagement Survey The Only Way? Alternative Sources for Employee SensingMadhura Chakrabarti and Elizabeth A. McCune Chapter 15. Mechanics of Survey Data AnalysisMelinda J. Moye and Alison L. O'Malley Chapter 16. Taking Action to Drive Change through Survey Key Driver AnalysisJeff W. Johnson Chapter 17. Linkage Analysis: Tying Employee Attitudes to Business OutcomesShawn Del Duco, Patrick Hyland, David Reeves, and Anthony Caputo Chapter 18. Optimizing Differences Between Groups is Important: Examples from Applied SettingsPaul Bliese, Eliza Wicher, and Dhuha "Dee" Abdulsallam Chapter 19. Data VisualizationEvan F. Sinar Chapter 20. Creating and Delivering the Executive Presentation: Telling the Story of the SurveySarah R. Johnson Chapter 21. Artificial Intelligence-Augmented Action TakingSara P. Weiner and Melissa McMahan Chapter 22. Rediscovering the Art of Surveys for Organization ChangeAllan H. Church and Melissa McMahan Chapter 23. Employee Survey Research: A Critical Review of Theory and PracticeLewis Garrad and Patrick K. Hyland Chapter 24. From Identified Surveys to New Technologies: Employee Privacy and Ethical ConsiderationsLise M. Saari and Charles A. Scherbaum Chapter 25. Managing Workplace Job Attitudes and Performance in Organizations with Labor UnionsJim Harter and Denise McLain Chapter 26. Current and Future Trends in Employee Survey Practice: A View from Employee Survey PractitionersChristopher T. Rotolo, Christina Fleck, and Brittnie Shepherd Chapter 27. Employee Surveys Move into the Future: A Tale of Evolution, Revolution and Speed BumpsAllen I. Kraut