Many companies fail to realize that surveys are only step one - it's what you do with the survey that matters.
Many years ago, I had a lousy supervisory at Boeing - fantastic engineer but was promoted to supervision (basically Peter Principle in action). At the time Boeing had started doing "360" reviews - basically not only did the person you reported to review your performance, you got to review his/hers performance. Almost to a person, we slammed our supervisor in the 360 review (at least in theory the 360 of your supervisor was supposed to be anonymous).
When the results came out, our supervisor got real quiet for a while, but finally called a group meeting to discuss the results of the 360 survey.
He spent a one hour meeting explaining why none of our criticism were valid.
