Analytics

Posts Tagged ‘employer’

If a business strives to become more streamlined and productive there needs to be acknowledgement that such efforts may not bare any fruit if the results of their initiatives cause among the workforce widespread dissatisfaction and a high turnover of staff. The benefits of a company having a highly motivated workforce can be considerable and having a workforce that is both motivated and productive should not be regarded as being mutually exclusive to one another.

If problems are left unresolved then companies run the risk of alienating their employees and events can then cause employee frustrations to boil over resulting in managers finding themselves on the back foot, faced with problems that cannot be ignored.

Ideally employers would allocate the time to fully understand the needs of their employees and learn from their experiences of working on the front line, but employers are too often themselves tied up with the day to day task of fighting their own fires.

By automating the majority of the intelligence gathering process and having the findings in a format that can be easily analysed online surveys provide employers with an efficient and cost effective method to help towards establishing a pleasant working environment, where employee satisfaction and productivity is high.

Dissatisfied & unproductive

There are many reasons why employees may be dissatisfied with their job and more often than not staff frustration is channelled into a demand for higher salaries and less hours. Managers who tackle these issues head on, making it all about salary and hours, will often find themselves dealing with the symptoms and not the root cause.

It’s not about money

The following are barriers to achieving productivity, none of which are likely to be resolved by increasing salaries or reducing hours:-

• Inadequate training
• Out of touch management
• Out of date working methods
• Lack of proper tools and equipment

There have been many studies that have consistently revealed that financial reward is not the most important motivator for employees, providing an employee is being paid the market rate the employer would be wrong to think that the solution to all employee problems is through paying higher salaries.

Take the case of a single mother who is juggling a full time job with the need to look after a child. Out of frustration she may demand more money so that she feels that she is able to cope where a better solution, for both her and the business, may be more flexible working hours.

Good communications

It is important for any organization to encourage communication. Without good communication between personnel and management, or where management wait until problems are raised, management may assume that they have a content workforce when in actual fact the opposite is true. It can take only one aggrieved employee with one small problem for an entire workforce to develop a destructive ‘them and us’ attitude.

Improving communication

Meeting one on one between the employer and employee would be ideal but really it is only a practical solution for smaller companies.

Meetings between management and worker representatives are good in theory but can often spiral into becoming talking shops and losing their purpose as both sides become more familiar with one another and the meetings run the risk of being hijacked by the more extreme personalities.

Suggestion boxes can be useful but can be viewed as token efforts by management as they wait for personnel to highlight a problem.

Newsletters represent a positive step but they only offer one way communication and their primary function is to inform and not discuss employee issues.

Keeping the initiative

Conducting employee satisfaction surveys on a regular basis can be used to ask each employee specific questions and demonstrates a pro-active management initiative where the whole workforce can be consulted on various issues. Surveys are able to provide a level playing field between the quieter and more vocal employees.

Consultation should not be seen as a sign of weakness, a confident manager will take counsel from all quarters before making a decision. By issuing a survey the employer is able to keep the initiative and tackle problems from a position of strength as opposed to waiting for problems to manifest and then possibly develop out of proportion.

If a small problem is left unresolved it could lead to a situation where a minor problem might just break the camel’s back and the mood of the employees change from positive to negative in a blink of an eye.

It’s easy and quick

For the majority of organizations online surveys represent a proactive, effective and low cost solution. They are quick to design and for many companies, where the majority of personnel have desktop computers, they are quick to deploy direct to the individual.

Where not all of the personal have access to a computer there are various options available that will allow you to accommodate their responses such as providing a shared computer, conducting telephone surveys or as a last resort, a hardcopy survey where the hard-copy responses can be added to those who competed the survey online.

Job satisfaction

There are many elements that go towards providing an employee with job satisfaction, from the working environment, working methodology, working ethos, company ethics to having good and effective management. Job satisfaction brings benefits through improved motivation and productivity from a workforce that feels that they are treated as individuals and not a commodity item.

Inform and educate

A less appreciated benefit of online surveys is that they can be used effectively to educate and deliver important information to the workforce, ensuring that the ‘message’ is delivered consistently and does not become corrupted as it is passed down the line.

An online survey can explain to the employees a difficult situation and get valuable feedback as to the best solution. It is rare in this situation that the workforce would appear negative; it is more likely they will feel informed and empowered and that might be enough to turn a negative problem into a positive challenge that unites the workforce.

Exit surveys

Exit surveys are a good way for management to ensure that when people leave the organisation they are leaving for the right reasons and not due to reasons that if appreciated earlier could have been addressed and resolved. Although identifying a problem may not prevent a person leaving it could solve an unappreciated issue that may, if left unchecked, result in other key personnel also leaving.

Analysing the results

After having consulted with the workforce using an online survey the survey results are available for instant analysis. Common and specific problems can be easily identified and brought to the attention of senior management who will then have the opportunity to address the issues that have been raised.

Summary

Used regularly online surveys represent a simple and productive method of taking the pulse of an organisation and an easy way to establish a two way communication channel between employer and employee with the results providing management with vital, accurate and significant information.

For a Sample Employee Satisfaction Survey:- Employee Satisfaction Survey Template

For a sample Employee Exit survey:- Employee Exit Survey Template

Designing surveys is easy; isn’t it? The truth is that writing surveys is easy but writing effective surveys is more difficult. The following tips will help you write more effective surveys.

1. What is the survey’s purpose?

There are many reasons for conducting surveys and questionnaires. By correctly phrasing the questions and structuring the answers surveys can be used in a multitude of ways and for a variety of reasons. When designing a survey don’t lose sight of its purpose.

2. Give the survey a good title

The survey title is key and an opportunity to instantly summarise a survey’s objective and grab the attention of invited respondents. Respondents are going to invest time in completing the survey so make them feel that their investment is worthwhile.

3. The length of the survey needs to be as short as possible

Every question that is asked should be asked for a reason. Focus on ‘need to know’ questions and minimise ‘nice to know’ information.

4. Use plain English, avoid terminology and acronyms, be consistent and don’t ask questions that may result in ambiguous answers

Take care when wording a question. Ambiguous questions run the risk that any analysis of the resulting survey data will be worthless or at the very least suspect.

5. Avoid long questions

Where practical use concise sentences. Long questions tend to cause respondents discomfort and can lead to respondents abandoning a survey.

6. Ask one question at a time

Avoid confusing the respondent with a question like ‘Do you like athletics and golf?’

7. Do not influence the answer

Avoid loading the question. ‘Should irresponsible shop keepers who sell alcohol to minors be prosecuted?’ is likely to have no value.

8. Make sure that the selected answer format allows the respondent to answer the question being asked

Allow the respondent to answer how they really feel or they may be inclined to abandon the survey. As a last resort consider the benefit of including a “Don’t know”, “No comment” or similar response option.

9. While you are compiling the survey consider, when the survey is complete, how the compiled data is going be analysed

When asking questions that allow for a free text open ended response appreciate that such information is likely to be difficult to score and/or summarised. Consider grouping answers. For example “Indicate your length of service?” - ‘less than 1 year’, ‘between 1 and 6 years’ and ‘more than 6′.

10. Try and ensure that the questionnaire flows

Group the questions into clear categories as this makes the task of completing the survey easier for the participants.

11. Target your respondents carefully

Sometimes you will want to target a specific group, in others a cross section. If you can’t easily control the respondents consider including questions/answers that will allow you to filter out respondents that don’t match your target profile.

12. Allow the respondent to expand or make comments

Allowing respondents to make additional comments will increase their satisfaction level and the comments will also give valuable feedback on the specific questions and/or the survey as a whole. Remember that for large sample collections that free text open ended responses may be difficult to analyze.

13. If the survey you are conducting is to be confidential ensure that you honour your pledge

If you have made guarantees to the respondents that the survey is confidential you need to ensure that the individual data is not shared with anyone or used for any other purpose. Confidentiality must be maintained at all times and any identifying information destroyed once the survey has finished.

14. Weigh up the advantages of allowing respondents to be anonymous or identifiable

If your respondents are to be anonymous then appreciate that you will be unable to follow up or match “pre” or “post” surveys. Allowing people to remain anonymous will however allow people to respond without possible peer pressure.

15. Carefully consider the best response format

Being consistent with the format used for responses is good practice. When creating your survey keep in mind that when analyzing the data single selection radio buttons are easier to analyze than multiple selection check boxes. If a radio response format can be used do not use a check box format.

16. Give the respondent an estimate as to how much time the survey will take to complete

Respondent drop out can become a problem if the survey appears to be a stream of never ending questions. It is good practice to indicate how long the survey is likely to take so that the participants can choose the best time to complete the survey.

17. Advise the respondents of the survey end date

Encourage respondents to complete the survey as soon as possible but advise respondents as to the survey’s end date so that they have the opportunity to schedule the necessary time.

18. Trial the survey

Before publishing a live survey publish the survey as a trial to check for questions that are ambiguous or confusing and to ensure that the survey is aesthetically pleasing.

19. Before publishing the survey proof read the survey carefully

Check and check again that the survey is grammatically correct and makes sense. If practical get a colleague to check the survey before you publish, if no one else is available then take a break before checking again.

20. Remember to thank the respondent

To complete surveys respondents need to invest their time and should be thanked either in a covering letter, at the end of completing the survey or in a follow up letter. You may even want to consider an incentive such as a reward of some sort.

For more information please visit Survey Galaxy