| People | Subject of survey | Description and example | Frequency |
| Applicants | Group and rank applicants | Enables the company to save time on the first process of recruiting new personal. By filling in a predefined questionnaire, the HR department is able to evaluate whether there are any applicants of specific interest for the company. Afterwards the HR department is able to evaluate whether the job advertisement did attract the right profile of applicants. | Ongoing |
| Job interview | Evaluation of the job interview. What did each of the applicants think of the process as a whole, the course of interviews, the chemistry between the interviewer and the applicant, the perception of the company as well as the understanding and explanation of the job description. | Ongoing |
| Updating the databases of job candidates | Establishing updated knowledge as to the relevans in keeping the candidates in the job database – are they still interested and if so, does their profile need to be updated? | Periodic |
| Updating databases | Updates of existing information on job applicants. | Periodic |
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| Employees | Introduction | Evaluation of the introduction given to any new employee. | Ongoing |
| Employee satisfaction | Evaluation of the general employee satisfaction at all levels. | Periodic |
| Workplace satisfaction | Evaluation of the working environment in the company. | Periodic |
| Training needs | Uncover the skills and competences that each employee possesses. E.g. do they need to be enrolled in a training programme or do they need to attend courses? | Periodic |
| Evaluation of courses | Evaluation of both internally and externally held courses for employees at all levels of the company. | Ongoing |
| E-learning | Measuring the quality of E-learning programmes in the company. | Ongoing |
| Employee development talks (before) | Systematic preparation of individual evaluation talks, ensuring that both the employee and his/her manager gets full value of the conversation. | Ongoing |
| Employee development talks (after) | Follow-up on one-to-one evaluation meetings between manager and employee. Can be carried out in either one or two ways. Only the employee or both the employee and his/her manager answer. | Ongoing |
| Evaluation of projects | Evaluation of specific projects and the participants. | Ongoing |
| Resignations | Uncovering the reasons for the resignation of an employee and, on an ongoing basis, uncovering trends at to the reason for resigning on a broader scale in the company. | Ongoing |
| Food and canteen | Wishes, demands and/or ideas regarding the canteen. | Static |
| Internal communication | Satisfaction, ideas and suggestions to improve the intranet, newsletters and other materials in connection with the internal communication. | Ongoing |
| Evaluation of events | Satisfaction with events such as kick-off days and other teambuilding events. | Periodic |
| Ideas for new events | Collection of ideas for new types of events in connection with the different kinds of teambuilding. | Periodic |
| Process of changes | Measuring the attitudes among the employees to changes and the process of changes within the company to ensure a successful integration of the changes. | Periodic |
| Mergers and the human factor | Measuring cultural differences and similarities in connection with mergers in order to encourage the integration of the companies in question. | Periodic |
| Salary and benefits | Measuring the allocation between salary and benefits for each employee and/or the contents of the different benefits. | Periodic |
| Staff functions | Measuring employee expectations of corporate staff functions. | Periodic |
| IT support & help desk | Satisfaction with the quality of the internal help desk, the IT support and other IT-related factors within the company. | Periodic |
| Collections in connection with jubilees and the like | Economic contributions from colleagues in connection with jubilees, retirement and the like. | Ad hoc |
| Suggestions from the employees | Through the systematic collection of ideas, suggestions and initiatives, the employees are given the opportunity to influence the development of the company. | Ongoing |
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| Managers | Evaluation of managers | Evaluation of the manager. The manager is evaluated by the employees in accordance with the value propositions of the company. | Periodic |
| Suggestions to the top management | Systematic collection of ideas, suggestions and initiatives for the top management. | Ongoing |
| 360 degree survey | Evaluation of the manager. The manager is evaluated by him/her self, his or her superior, the subordinates and managers at same level. | Periodic |
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| Board of directors | Evaluation of the work in the board of directors | Internal survey to improve the working climate in the board of directors as well as the work done by the board of directors. | Periodic |
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| Shareholders | Investor communication | Evaluation of financially related news among shareholders and other partners – both online and offline communication. | Ongoing |
| Image and branding | Evaluation of image and branding: Is the handling of the overall communication and the general image in accordance with the demands of the shareholders and the management? | Ongoing |