Which organisation would not like to assess the opinions, morale, performance level and other concerns of its employees? And which management would not care to measure the satisfaction of its staff as well as track the changes in satisfaction over time?
But the question is : how? Well, all that you have to do is solicit employee opinion to understand how they actually think and feel. Actually, employee attitude surveys form an inexpensive diagnostic tool for ‘taking the pulse’ of the workforce.
Collecting feedback from employees reveals a true picture of the internal health of the organisation and its needs, the impact of its policies and procedures. It also helps explore the root cause of various problems like low morale, declining productivity or high turnover.
The management stands to gain valuable insight into how the employees actually perceive the organisation in addition to which areas need their attention.
Not only can they identify possible barriers but also become equipped to revise policies and focus development programmes so as to better meet employee needs.
The overall benefit is that the organisation can successfully assess employee attitude as a way to enhance management-employee relations, motivate employees and also maximise their job satisfaction.
In fact, management consultant Louis E. Tagliaferri likens an employee attitude survey to “A financial balance sheet providing a picture of the human resource climate at a particular time!”
Going about it: Organising an employee satisfaction survey begins with a definite identification of the end goals of the survey. Such surveys can be used to measure different dimensions of the organisation ranging from communication, corporate culture, working conditions, compensation, benefits, recognition and rewards, teamwork and interpersonal relations to creativity, innovation, functional expertise, leadership, mentoring, staff development, training and safety concerns.
The survey is generally designed as a self-completion questionnaire consisting of a series of multiple choice questions with appropriate rating scales. You can also include a few open-ended questions soliciting detailed, free-style comments. What is important is that the questions should be clear, relevant and comprehensive with consistent phrasing. They should also be regularly reviewed for changes and improvements.
Some sample questions are:
* I know my job requirements, what is expected of me on a daily basis.
* Management has created an open, comfortable work environment.
* My company values its employees.
* I agree with the mission statement put forth by my company.
* Management recognises, makes use of my abilities and skills.
* I am treated with respect by management and the people I work with.
* I have received the training I need to do my job efficiently.
* I am encouraged to develop new, more efficient ways to do my work.
* Management does a good job communicating information about changes that may affect employees.
* Employees work well together to solve problems.
* I believe my company is committed to creating a diverse environment.
* Management has a strong focus on customer service.
* I receive fair compensation.
* I am recognised for my accomplishments.
* I am involved in decision making that affects my job.
* Management is flexible, understands the importance of balancing my work and personal life.
* What changes, if any, do you feel need to be made in the company to improve working conditions?
The survey can be administered on paper, by electronic means or even use an online system. It is essential to provide clear instructions and set aside a specific time for completing the survey instead of casually handing it over.
Now comes the process of compilation, collation and analysis.
The employee ratings should be averaged and answers carefully summarised so as to identify themes, recommendations and relevant conclusions. The results can be analysed by items, factors or departments to discover both hidden strengths and weaknesses.
The process can be carried out in-house or handed over to a third party to utilize the skills and experience of outside consultants in both designing and interpreting the survey.
One major drawback is that employees may be unwilling to honestly attempt the survey as they fear negative repercussions. Management has to ensure confidentiality in the feedback process to enhance valid and genuine answers. The anonymity will encourage employees to be frank and open; else results will be quite ineffective.
Share results: It is equally important to share the survey results with the workforce in the form of an objective summary of both the positive and negative findings.
Then again, employees are quite cynical that nothing ever happens after the surveys. Instead of sitting on the results, management should ensure that they take action on the findings and implement changes accordingly.
This will show that the organisation listens to its staff and values their views and opinions.
This will in turn pay huge dividends in the form of dramatic improvements in employee commitment, cooperation and satisfaction.
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