Business Relocation North Dakota, Fargo, Moorhead, West Fargo

Although there are distinct advantages to conducting regular employee satisfaction surveys online to measuring employee satisfaction - there can also be risks.

Documented here are the main advantages, considerations and the possible risks to conducting employee satisfaction surveys online.

 

Advantages

Identify Problems - Surveys are can be very effective in identify problems areas before they become serious, especially those that are hidden from senior management.

Working Environment - From something small like a broken chair to the more serious problem of sick building syndrome that can result in personnel experiencing headaches; eye, nose, and throat irritation; a dry cough; dry or itchy skin; dizziness and nausea; and difficulty in concentrating. Surveys that focus on the environmental aspects of an organization will ensure that areas of concern are identified in a manner that can be properly measured and controlled.

Remuneration & Benefits - Measure and monitor how satisfied personnel are with their remuneration and benefits.

Mood and Moral - Provides a simple but effective method to measure and monitor the mood and moral of an organization.

Benchmark - In the same way that an organization will consider their financial position by comparison with previous years, so the regular use of online surveys will allow an organization to monitor and measure their progress and development in non-financial terms.

Processes & Procedures - As businesses evolve some of the traditional processes and procedures can become antiquated, personnel are often the first to know and the last to be asked. Businesses change and the business processes need to be checked regularly and if necessary re-aligned.

Training - Lack of proper training is a common cause of dissatisfaction among employees and can lead to more serious problems such as stress.

Communication - For an organization to run efficiently good internal and external communications are essential, surveys can provide a method to help organizations to monitor and measure how well an organization communicates.

Goals and Objectives - Surveys can measure and monitor the extent that the personnel are aligned with the senior management’s business goals and objectives.

Cost Effective - Using survey questionnaire software surveys are quick and easy to create, simple to deploy and will provide real-time results.

Compliance - To properly comply with an ever increasing array of regulations the modern organization needs to be able to disseminate information throughout the organization and ensure, through records, that the information has been received, and importantly, understood. Online surveys provide organization with a cost effective method to meet many of their obligations.

Keeping the Initiative - It is always better for management to ask than be told. By conducting regular employee surveys management are able to keep the initiative in trying to identify problems that may otherwise manifest into demands.

 

Considerations

Management Backing - A survey that is both sanctioned and has the support of senior management will go some way in ensuring that any action required, based on the survey findings, will be implemented.

Ask the right questions - Consider careful the questions being asked. If employees feel that the survey is a token effort and is unlikely to effect positive change the survey could backfire.

A survey that is to be conducted annually should try and ask questions that will provide senior management with an overall health check of the organization.

Ensure that the questions that are asked are relevant to all departments and personnel. Consider running separate one-off surveys that can be targeted at specific personnel if some areas of the organization require detailed investigation.

Incentive - Most employees will feel that by being able to give their opinions that they are already stakeholders in the exercise and will be happy to participate in the survey as they will expect to benefit from the process.

However, some incentive may help improve the overall response rate or could be used to encourage early participation.

Either all participating employees could be awarded a small incentive or entered into a prize draw for a much bigger prize.

Anonymous - The decision to allow respondents to remain anonymous or not needs careful consideration. Surveys that are conducted anonymously may encourage employees to be more honest, however, the anonymity may also encourage some individuals to make wild accusations that can not be substantiated and cause unnecessary concern. When in doubt it is often better to keep everything ‘on the record’ rather than ‘off’.

Where survey respondents are not anonymous there is the opportunity to encourage those that have not completed the survey to do so and also to allow issues that have been identified by the survey to be follow up directly with individual who raised them.

Comments - Keep free text comments to a minimum because they are difficult and time consuming to measure and analyze.

Limit the number of questions that allow for free text responses, usually one that asks for general comments at the end of the survey is sufficient and effective; where surveys are not anonymous, consider conducting further surveys to follow-up where the earlier survey identifies areas where additional and more specific information is required.

 

Risks

Management - Some managers can regard any form of employee consultation as a sign of weakness and may have a tendency to dismiss out of hand any negative comment.

Warts and All - A survey is likely to reveal warts and all. Senior management should be prepared for discovering that the top down view can differ from the bottom up view and that ignorance, of any identified problems, can no longer be used as an excuse.

Non-Action - Many employees will invest time and effort in participating in a survey and their hopes and expectations will be raised. If post-survey nothing is done to address the issues that have been raised by the survey then it is likely to result in employees developing a cynical attitude and make them less likely to want to participate in any future initiatives to obtain employee feedback.

Management should formally respond to the issues raised in surveys even if the demands of employees are not to be met. If the senior management team have previously advised the employees that some of the issues raised in previous surveys are to be addressed and resolved then that action should have at least started before any follow up surveys are conducted.

Can Cause Problems - Where surveys reveal, or bring problems, to the surface there could be a tendency for senior management to blame the messenger.

 

Summary

The benefits of conducting regular online employee surveys can be considerable, but for surveys to be effective important upfront considerations need to be made. Employees can find responding to surveys therapeutic but it is the post-survey analysis and the management’s response and action that will ultimately determine how useful and effective the process has been.

For a sample employee satisfaction survey: Employee Satisfaction Poll

 Mail this post

Technorati Tags: employee, employee relations, employee satisfaction, employer, feedback, human resources, management, Online surveys, personnel, satisfaction surveys

I am not happy. My chair has just broken and the printer has still not been fixed. The problem with the company is that it is going to the dogs. The boss is okay but really doesn’t seem to have a clue as to what is really going on.

There was a new person that started last month, no one bothered to introduce them and they were given a job that they had no clue how to do; why didn’t they ask me to look after him? I could have told them that a new set of drawings had been issued so even if he did know what he was doing the drawings he was using were obsolete anyway. Sometimes I don’t know why I bother turning up.

Some of us went out for a drink after work last night. No one is happy and Sally from Accounts says that she has just about had enough and is thinking of asking for a rise and if they don’t give it to her she is going to quit.

The management here just don’t have a clue, we are losing money through our inefficiencies and every time they come up with a new initiative they are so far off the mark that it just demonstrates how out of touch they really are.

I’m going to ask for a pay rise, if Sally can get one so should I.

And so it goes on.

These are the sort of thoughts that start to go through the minds of individuals when an organization loses touch with their personnel; the chair that is broken, no feeling of appreciation, blaming ‘management’ and for some even questioning the futility of what they are doing. Minor problems fester and a cynical and negative mindset develops. Can you be sure that this isn’t the sort of thing that is going on right now in your organisation?

Social events outside the office become nothing more than a forum for complaints and negativity grows among people who feel powerless to effect change. Dissatisfaction will often synthesise into a demand for an increase in remuneration, as though like a cheap fix more money will momentarily lessen the pain.

If ignored by management the concerns of this employee will inevitable find empathy with their colleagues own individual concerns, where the only common demand might well be a demand for an increase in remuneration, more paid holidays and a reduction in working hours, all of which will not fix the broken chair, ensure that new personnel are in future properly introduced, trained and managed nor help management identify areas of inefficiency.

Organisations have a habit of pigeon holing people, physically through offices, cubicles or workstations and also in terms of responsibility. With strong and effective management to support this structure it can be productive, but as an organisation grows, weak or inappropriate management can infiltrate the management chain and it is only to then be expected that cracks will begin to appear.

Looking at an organization from the top down all the corporate garden can appear to be in full bloom as middle management either disguise or are just unaware of festering problems.

A very skewed view can be the result of relying on a limited number of indicators, just as a one eyed person finds judging distance difficult. Good management will therefore establish procedures that sample the mood throughout the organisation from different perspectives providing a rounded picture.

The benefits of establishing good, frequent and extensive communication channels are both direct and indirect.

A senior management team that is known to have their ear to the ground will command great respect and will keep middle managers from becoming complacent knowing that they can no longer dismiss the senior managers searching “How is everything going?” question with a non-committal “Fine”; It is my experience that if someone replies with “fine” you need to dig deeper and ask if they really know what is going on.

Most principals of organisation will not have the luxury of spending time walking the floor and discussing the issues of individuals but through online employee surveys they can achieve the same benefits.

Online surveys are the perfect mechanism for establishing effective communications between the employer and employee. Using a survey hosting service they can now be created and published with ease and speed.

Surveys can be deployed in seconds by utilising the Internet and intranet, they can be completed easily by employees and the results analyzed in real-time exposing the ‘problems’ and giving early warning towards common themes of dissatisfaction.

With their ability to get to the heart of an organization online employee satisfaction surveys can confirm that all is well in the engine room and that there is sufficient fuel to keep it running.

Online surveys provide many benefits, not only do they help identified concerns, but the employees voices are heard and their views, right or wrong, have a forum.

Although online surveys will not on their own resolve problems they do help identify the concerns of the employees and that in turn gives senior management the opportunity to fix the problems that need fixing, if people then do decide to leave the organisation they will hopefully be doing so for the right and not wrong reasons.

Although monetary concerns can often be cited as the main reason good people decide to leave a company dig a little deeper and it is often found that it is more to do with one or more of the following:-

• the working environment;
• a lack of accomplishment
• insufficient training and feedback;
• lack of career growth;
• over worked;
• lack of trust and respect with the senior management.

Good communication between the employer and employee can help identify the individual and common concerns of the employees and will give the senior management team the opportunity to address root problems and not just the symptoms of employee dissatisfaction, enabling them to demonstrate to their employees that they are valued as an important resource.

Each individual organisation needs to customised their own employee survey so that it is relevant for them. I invite you to put yourself in the place of an employee and complete the short sample employee satisfaction survey, then view the results of the satisfaction survey and just think of the benefits to management being able to measure so easily the heart beat of the organization.

 

 Mail this post

Technorati Tags: employee, employee relations, employee satisfaction, employer, feedback, human resources, management, Online surveys, personnel, satisfaction surveys

The benefits of conducting an annual employee survey is widely accepted but many organizations have been put off by the amount of effort those annual surveys take to deploy.

Many organizations who have bit the bullet and conducted their own internal employee satisfaction surveys have often relied on word-processors to allow them to design and compile a survey, then gone through the effort of printing and distributing the survey and spent time chasing and collecting the completed surveys and then even more time transferring the survey response information into a meaningful management report.

Fortunately with the introduction of the Internet and hosted survey websites what was once a time consuming, resource hungry, long winded and cumbersome process is now slick, quick and easy.

Document here is a step by step guide to help implement a survey that will bring considerable benefits to any organization.

Step 1 - Identifying The Need

There are numerous reasons an organization might need a survey. Listed below are a few of the common reason why organizations conduct employee satisfaction surveys.

Event Driven Drivers

If your organization is about to embark, or is going through, a process reengineering program a series of employee surveys can assist in managing the change program, measure the effectiveness of the change, help to deliver a ‘message’ and gather valuable feedback throughout the change cycle.

For organizations that are experiencing rapid growth employee surveys can monitor internal communications and management structures to ensure that employees are aware of their reporting and management responsibilities.

If an organization is suffering from poor moral stemming from either internal or external influences an employee survey can be used to identify what the specific concerns of employees are so that those concerns can be properly addressed.

Where there is an increase in turnover of staff employee surveys can help an organization identify the underlying cause of employee unrest and through their findings help find solutions.

Periodically

As part of a periodic assessment, surveys will help an organization review their personnel and monitor on an individual level job satisfaction, training and career development.

Employee surveys will allow the senior management team the opportunity to look at what makes their organisation tick and confirm, or not, that their ‘top down’ view matches the reality and ‘bottom up’ perspective of their employees.

Employee surveys will help an organization establish good employee/employer communication that will in turn bring direct and indirect benefits.

Step 2 - Management Buy-In

It is always desirable and sometimes essential to have management support for a survey but where a management team might have grown complacent and detached from their employees the survey results may be all that is required to get them to positively reengage with the business and employees.

Some organization may be fortunate in that the senior management recognize and drive the need for employee surveys, while in others the management may need to first be convinced of the direct and indirect benefits an employee survey will bring.

The level of management commitment to an employee survey will have some bearing on the nature of the survey and to some extent will help determine what questions are to be asked and the manner they are asked.

A management that is supportive of the initiative may require feedback on specific areas of the business or they may give the go ahead because they feel confident that the results will only confirm that the level of employee satisfaction throughout the organization is high.

Ideally management will buy-in to the employee survey from the very start as they have the most to gain and they are in a position to effect any change that is later identified as being required.

Step 3 - Designing the Survey

Designing a good survey will take some time and effort but by following the basics of survey design and concentrating on the ‘need to know’ questions and removing the ‘nice to know’ a survey will rapidly take shape.

Determining the exact questions that should be asked will be entirely dependent on the individual organization, its structure and the previously identified primary need and objectives of the employee survey.

While considering what questions to ask give consideration to how the results are to be analyzed. For example there is nearly always a wish to ask for individual comments but these free text answers can be very time consuming and cumbersome to analyze and should therefore be used very sparingly.

Online surveys make it practical to conduct multiple smaller surveys than one very long survey and avoid the higher the drop out rate that are associate with longer surveys.

Step 4 - Proof Reading And Testing

Spelling, Grammar and Clarity

Before the survey is published carefully check that there are no spelling and typing mistakes or incorrect grammar. If available it is always better to have someone who has not been involved in designing the survey to proof read the survey with clean eyes, if no one is available try to take a break before checking through the survey again.

Say What You Mean and Mean What You Say

When checking the survey you should consider the survey from the viewpoint of the respondent, will the employee interpret the question the same way that you intended them to?

Allow The Employee To Answer Truthfully

Check that for closed questions where the employee will be required to choose from a number of available responses; have allowed the employee to answer accurately? Make use of answer response options like ‘No Comment’, ‘Not Applicable’ or ‘Don’t know’ where you want to make the question mandatory but the employee may not be able to answer.

Consider allowing the employee to include an ‘Other’ answer but also appreciate that ‘Other’ answers will add to the complexity when analyzing the survey results.

Don’t Require A Response To Questions That May Not Have One

Check that for questions that have been made mandatory that you definitely do require an answer, for example open questions that ask for additional comments should be made optional unless you really do require the respondent to write a comment.

Check the Result Data can be Properly Analyzed

Make another check of the survey but this time examine how the results of the survey will be analyzed. Consider how you are likely to want to analyze the survey data, have you asked the right questions to be able to perform detailed analysis? For example if you want to be able to view the detailed response data from the perspective of the different departments, or maybe length of service, check you have asked the employee to indicate their own department and/or length of service.

Don’t Ask Anymore Questions Than You Need To

Consider all the questions in the survey and make sure that they are all ‘need to know’ questions.

Test The Link And Try Completing The Survey

Publish the survey and then send the survey’s link to colleagues who will be able to help you test the survey. By completing the survey yourself you will get a feel for how the respondent will view the survey. From your own and others feedback stop and make adjustments to the survey as required.

Repeat this process until you are happy with the survey.

Check the data

Take the time to view the online results of the test data and ensure that the data is being collected and can be analyzed in a manner that will give meaningful results.

Step 5 - Promoting And Deploying The Survey

Where all or the majority of employees have access to the Internet or company intranet deploying the online survey is as easy as falling off a log, either via email or by establishing a link to the survey from your own website or the Intranet.

If there are employees that do not have direct access to the Internet there may be a number of alternatives that can be used such as issuing the survey in printed form, providing access through a shared terminal or giving them an incentive to complete the survey at home.

Allowing Anonymous Responses?

There is a choice to allow all surveys to be completed anonymously. A survey where respondents are allowed to be anonymous may encourage employees to speak their minds promoting ‘a warts and all’ approach, in turn giving management an opportunity to address potentially serious problems before it is too late.

However, allowing anonymous comments also allows employees to be more cavalier and flippant with their responses. Some organizations may only wish to take account of the views of those employees that are prepared to stand by their convictions and that will also allow the organization to follow up the specific concerns of individual employees.

Deciding to allow anonymous responses or not will mainly be down to the individual organization, the specific nature of the survey, the type of survey, the management style and the existing employee/employer relationship.

Step 6 - Monitoring

While the survey is in progress you will be able to view the summary results online and also monitor in real-time the number of surveys that have been both started and completed.

If after a few days the number of completed surveys falls short of the expected target it is advisable to send periodic reminders to employees asking them to complete the survey.

Step 7 - Analyzing the Results

When it comes to analyzing the results data there are no hard and fast rules. Much will depend on the specific survey, the questions that are asked and the number of responses that are received.

Most surveys will benefit from many of the results being displayed in graphical as well as tabular form.

On the proviso that the right questions have been asked when the survey data is first analyzed a number of ‘headline’ results will often stand out that can provide you with an overview and an assessment of the general mood of the organization.

In areas where the results indicate areas of concern a more detailed analysis may be advisable. For example if employees were asked if they felt the organization provided equal opportunities to both genders and 25% gave a negative response it would be useful to know the gender split of the organization and also to look at what the gender split was of the 25% that answered negatively. Was the negative view shared by employees of both genders, evenly spread throughout the organization, or of a particular gender from a particular department?

Reports can display the result data in tabular and/or graphical form allowing those who are interested in the results to view the raw data.

Often used as a complement to the first, another method is to interpret the results and provide an analysis of the data and offer a view as to what the meaning is behind the results, what circumstances may have contributed to the results being as they are and, where the results indicate a negative, what initiatives could be taken. Such analysis if done by a single individual is likely to be very personal, if done by a committee it is still likely to be objective and therefore open to interpretation.

Step 8 - Further Action

Probably the most important step is the last. The results of an employee survey will either confirm that the perfect organization really does exist or, and more likely, it will by the individual and common concerns that are raised identify the areas that are less than perfect.

It may prove necessary to conduct further, more detailed surveys, to target specific areas. For example the survey may reveal that employees working in a particular department are collectively unhappy, but the reasons for their dissatisfaction may not be clear. A highly focused follow-up survey may help reveal the root causes.

When employee surveys are periodically run an organization that has taken steps to address issues will see their efforts reflected in subsequent survey responses. Almost all organizations have problems and it helps an organization’s moral to see that a channel exists that will highlight problems that can then be addressed and resolved.

Summary

It is hoped that these guidelines will help an organization conduct successful employee satisfaction surveys, they are however, only a guide.

Each organization is different in style and structure and that will directly influence the tone and nature of the survey and will also dictate what the primary and secondary reasons are for conducting a survey.

By utilizing existing technology and conducting surveys online you are now able to monitor the heart beat of an organization, quickly, easily and, by using websites like www.surveygalaxy.com, at minimal cost.

 Mail this post

Technorati Tags: employee, employee relations, employee satisfaction, employer, feedback, human resources, management, Online surveys, personnel, satisfaction surveys

It is time to thing again if you have a perception that conducting surveys can be a useful exercise but are far too time consuming to prepare, unwieldy to deploy and require extensive resources to process the responses into a meaningful report.

Online surveys turn what was once a time consuming, resource hungry, cumbersome process into a low cost, quick, easy exercise that delivers real-time reporting.

The Ease of Design

Out with the word-processor, now there is a quick and easy way for almost anyone to create surveys using a simple menu system that allows surveys to be created in minutes and with the ability to add additional questions and modify and move existing questions around.

The Ease of Delivery

Once a survey has been created it is deployed through the internet or organisation’s intranet making it instantly available to anyone with access to the internet.

Ease of Promotion

Inviting respondents to participate in a survey is achieved with ease by either sending an email that contains a link to the survey and/or linking to the survey from a suitable website.

The Ease of Participation

Online surveys don’t just make it easy for the publisher as most respondents find that, when compared against the traditional pen and paper survey, completing a survey online is quicker and easier and from the publishers point of view a lot less prone to mistakes such as respondents missing out questions or multiple responses being entered against single response questions.

Ease of Managing the Survey

With an online survey the publisher can view in real-time the response rate, summary and detail results.

Ease of Analysis

Once the survey publication has ended the response data is ready for detailed analysis, the information can also be exported to a spreadsheet or third-party analysis program where the survey result data can be sliced and diced.

Recognizing the Ease

Once the ease of the total life cycle of conducting a survey online has been appreciated by business managers they will begin to recognise the multitude of new opportunities that exist.

The costly annual employee satisfaction survey can now be done quicker and cheaper allowing the exercise to be conducted bi-annual or quarterly ensuring any employee problems are identified and dealt with early. There is now also an opportunity to conduct smaller and more targeted ad-hoc surveys on a departmental level or a niche area of the business improving employer/employee communications.

A survey can help deliver a management message and measure the employee support and concerns of introducing new initiatives, something a simple one way memo style directive cannot do.

Survey’s can be used as a marketing tool as the survey explains the benefit of a product or service and gathers the response from potential customers.

Return of Investment

Technology too often delivers better ways to perform certain tasks but with a Return on Investment that often requires ‘investment’ first and the ‘return’ later. Many of the available hosted online survey services have not only turned a cumbersome task into a cinch, but reduced the cost down to a pinch, giving you a return on investment from day one and opening up a world of possibilities and further savings.

With the many opportunities that online surveys bring to a manager it is a tool that is always useful to have to hand in their personal tool box.

 Mail this post

Technorati Tags: employee, employee relations, employee satisfaction, employer, feedback, human resources, management, Online surveys, personnel, satisfaction surveys

Left alone it doesn’t take long for a building with a single broken window to rapidly become a building with many broken windows. Resolving problems when they are small will prevent them from developing into serious problems.

When considering the level of employee satisfaction the same is true. Dissatisfaction can spread rapidly throughout an organization and before you know it you can have morale problems that can be hard to resolve.

Good employers will be tuned in to what their employees’ problems are and, importantly, will deal with them early on. It is important to keep the initiative and a good tip is to give a little and often.

This turns out be a vicious circle. Fixing problems when they are small is also when they are at their cheapest to fix. Most employees prefer their management to take the initiative without being prompted and by doing so management can operate from a position of strength. Employees like strong, confident management and a proactive approach generates respect not least because someone has taken the time to understand some of the employees’ issues.

Compare that with managers who are out of touch. They arrive late at a problem so they are on the defensive, and with their credibility eroded they have to concede to demands which in turn could lead to further and less reasonable demands. It is not big and it is not clever.

How then can an organisation monitor the morale of the employees without a big budget and an abundance of spare time?

Online employee surveys would appear to tick all the boxes. Online surveys are quick, easy and low cost. Surveys can be written and deployed in seconds, using email, web links and social networks invitations can be sent out immediately and for free and the results are collated and displayed in real time.

A corporate internet is the perfect delivery platform.

By linking through to an online survey website a company can regularly conduct surveys so they become part and parcel of the daily operations.

With an online survey’s ability to produce results in real-time the mood of the employees can rapidly be gauged and concerns highlighted both on a collective and individual level.

Businesses can use survey results to identify problem areas and then use follow-up surveys to specifically target raised concerns. With good information managers are able to get to the root of specific problems and prepare a considered response.

A major advantage of regular surveys is that it allows a company to address small problems in a timely manner avoiding ‘the straw that broke the camels back’ syndrome where a relatively insignificant incident unleashes a torrent of pent up concerns.

When management show willingness to consult with the workforce it is appreciated by most employees, not viewed as a sign of weakness but an indicator of good decision making.

Every now and then management problems can be solved with something that is quick, easy and won’t break the bank; enjoy.

 Mail this post

Technorati Tags: employee, employee relations, employee satisfaction, employer, feedback, human resources, management, Online surveys, personnel, satisfaction surveys

The benefits of conducting an annual employee survey is widely accepted but many organizations have been put off by the amount of effort those annual surveys take to deploy.

Many organizations who have bit the bullet and conducted their own internal employee satisfaction surveys have often relied on word-processors to allow them to design and compile a survey, then gone through the effort of printing and distributing the survey and spent time chasing and collecting the completed surveys and then even more time transferring the survey response information into a meaningful management report.

Fortunately with the introduction of the Internet and hosted survey websites what was once a time consuming, resource hungry, long winded and cumbersome process is now slick, quick and easy.

Document here is a step by step guide to help implement a survey that will bring considerable benefits to any organization.

Step 1 - Identifying the Need

There are many reasons an organization might benefit from a survey. Listed here are a few of the common reason why employee satisfaction surveys are conducted.

Event Driven Drivers

If your organization is about to embark, or is going through, a process reengineering program a series of employee surveys can assist in managing the change program, measure the effectiveness of the change, help to deliver a ‘message’ and gather valuable feedback throughout the change cycle.

Where an organization is experiencing a period of rapid growth employee surveys can make sure that the employees are aware of their reporting and management responsibilities.

If an organization is suffering from poor moral stemming from either internal or external influences an employee survey can be used to identify what the specific concerns of employees are so that those concerns can be properly addressed.

An employee survey can help an organization identify the underlying cause of employee unrest that may results in an increase of staff turnover and through the survey findings help find solutions.

Periodically

As part of a periodic assessment, surveys will help an organization review their personnel and monitor on an individual level job satisfaction, training and career development.

Employee surveys also offer senior management the opportunity to look at the soft underbelly of their organization to confirm that their ‘top down’ view of the organization matches the reality and ‘bottom up’ perspective.

With the help of employee surveys an organization can establish good employer/employee communication that will in turn bring both direct and indirect benefits.

Step 2 - Management Support

It is always desirable and sometimes essential to have management support for a survey but where a management team might have grown complacent and detached from their employees the survey results may be all that is required to get them to positively reengage with the business and employees.

Some organization may be fortunate in that the senior management recognize and drive the need for employee surveys, while in others the management may need to first be convinced of the direct and indirect benefits an employee survey will bring.

The level of management commitment to an employee survey will have some bearing on the nature of the survey and to some extent will help determine what questions are to be asked and the manner they are asked.

A management that is supportive of the initiative may have specific areas of concern that they require feedback on or they may give the go ahead simply because they have no reason to think that the level of employee satisfaction throughout the organization is anything other than high.

Ideally there will be management support for the employee survey from the very start as they have much to gain and it is they who are in a position to implement any required change if it is identified by the survey.

Step 3 - Designing The Survey

Compiling an effective survey can take some time and effort but by applying the basics of good survey design and focusing on ‘need to know’ questions and removing the ‘nice to know’ a survey will rapidly take shape.

Deciding on what questions should be asked will be entirely dependent on the individual organization, its structure and the previously identified primary need and objectives of the employee survey.

When considering what questions to ask consideration should be given to how the results are to be analyzed. As an example you may be tempted to ask for individual comments but these types of answer formats can be very cumbersome and time consuming to analyze and it is recommended that they be avoided or at least used sparingly.

Online surveys make it practical to conduct multiple smaller surveys than one very long survey and avoid the higher the drop out rate that are associate with longer surveys.

Step 4 - Checking And Testing

Grammar, Spelling And Clarity

Before publishing the survey make a careful check for spelling and typing mistakes and incorrect grammar. If available it is always better to have someone who has not been involved in designing the survey to proof read the survey with clean eyes, if no one is available try to take a break before checking through the survey again.

Say What You Mean And Mean What You Say

When checking the survey you should consider the survey from the viewpoint of the respondent, will the employee interpret the question the same way that you intended them to?

Allow the Respondent to Answer Truthfully

Check that for closed questions where the employee will be required to choose from a number of available responses; have allowed the employee to answer accurately? Make use of answer response options like ‘Don’t know’, ‘No comment’ or ‘Not Applicable’ where you have made the question mandatory but the employee may not be able to answer.

Consider allowing the employee to include an ‘Other’ answer but also appreciate that ‘Other’ answers will add to the complexity when analyzing the survey results.

Don’t Require A Response To Questions That May Not Have One

Check that for any questions that you have made mandatory you do require an answer, for example open questions such as asking for additional comments should be made optional unless you definitely require the respondent to write a comment.

Check that the Data can be Analyzed

Make another check of the survey but this time examine how the results of the survey will be analyzed. Give consideration as to how you will want to analyze the survey data, have you asked the right questions to be able to perform the detailed analysis that you desire? For example if you want to be able to view the detailed response data from the perspective of the different departments, or maybe length of service, check you have asked the employee to indicate their own department and/or length of service.

Don’t Ask More Questions than you Need to

Consider all the questions in the survey and make sure that they are all ‘need to know’ questions.

Test the Link and Try Completing the Survey

Publish the survey and then send the survey’s link to a number of people who will be willing to test the survey. By completing you own survey yourself you will get a feel for how the respondent will view the survey. From your own and the feedback of your colleagues stop and fine tune the survey as required.

Continue to repeat this process until you are happy with the survey.

Check the data

Take the time to view the online results of the test data and ensure that the data is being collected and can be analyzed in a manner that will give meaningful results.

Step 5 - Promoting And Deploying The Survey

Where all or the majority of employees have access to the internet or company intranet deploying the online survey is as easy as ABC, either via email or by establishing a link to the survey from your own website or Intranet.

If there are employees that do not have direct access to the Internet there may be a number of alternatives that can be used such as issuing the survey in printed form, providing access through a shared terminal or giving them an incentive to complete the survey at home.

Anonymous Responses?

Respondents can be allowed to complete a survey anonymously. A survey where respondents are allowed to be anonymous may encourage employees to speak their minds promoting ‘a warts and all’ approach, in turn giving management an opportunity to address potentially serious problems before it is too late.

However, allowing anonymous comments also allows employees to be more flippant and cavalier with their responses. Some organizations may only wish to take account of the views of those employees that are prepared to stand by their convictions and that will also allow the organization to follow up the specific concerns of individual employees.

Deciding to allow anonymous responses or not will mainly be down to the individual organization, the specific nature of the survey, the surrounding circumstances, the management style and the existing employer/employee relationship.

Step 6 - Monitoring The Survey

While the survey is in progress you will be able to view the summary results online and also monitor in real-time the number of surveys that have been both started and completed.

If after a few days the number of completed surveys falls short of the expected target it is advisable to send periodic reminders to employees asking them to complete the survey.

Step 7 - Analyzing the Results

When it comes to analyzing the results data there are no hard and fast rules. Much depends on the individual survey, the questions asked and the number of responses.

The majority of surveys will benefit from the results being displayed in graphical as well as tabular form.

On the proviso that the right questions have been asked when the survey data is first analyzed a number of ‘headline’ results will often stand out that can provide you with an overview and an assessment of the general mood of the organization.

In areas where the results indicate areas of concern a more detailed analysis may be advisable. For example if employees were asked if they felt the organization provided equal opportunities to both genders it would be useful to have a gender split and if say 25% gave a negative response the ability to drill down further to see what the gender split was of the 25% that answered negatively. Was the negative view shared by employees of both genders, consistent throughout the organization, or was it restricted to a particular gender and/or a particular department?

There is a method of reporting that presents the result data in tabular and/or graphical form allowing those who are interested in the results to view the raw data.

Often used as a complement to the first, another method is to interpret the results and provide an analysis of the data and offer a view as to what the meaning is behind the results, what circumstances may have contributed to the results being as they are and, where the results indicate a negative, what initiatives could be taken. If the analysis is done by a single individual it is likely to be a personal opinion, if done collectively by a committee it is still likely to be more objective and possibly open to interpretation.

Step 8 - Further Action

Probably the most important step is the last. The results of an employee survey will either confirm that the perfect organization really does exist or, and more likely, it will by the individual and common concerns that are raised identify the areas that are less than perfect.

It may prove necessary to conduct further, more detailed surveys, to target specific areas. For example the results of a survey may reveal that employees working in a particular department are unhappy, but the reasons for their dissatisfaction may not be clear. A smaller, specifically targeted follow-up survey may help reveal the root causes.

When employee surveys are periodically run an organization that has taken steps to address issues will see their efforts reflected in subsequent survey responses. Almost all organizations have problems and it helps an organization’s moral to see that a channel exists that will highlight problems that can then be addressed and resolved.

Summary

These guidelines are intended to help an organization conduct successful employee satisfaction surveys, they are however, only a guide.

Each organization is different in style and structure and the organizations ‘personality’ will go someway to influencing the tone and nature of the survey and organizations will have many different circumstances and primary reasons for conducting a survey.

By utilizing existing technology and conducting surveys online you are now able to monitor the heart beat of an organization, quickly, easily and, by using websites like www.surveygalaxy.com, at minimal cost.

 Mail this post

Technorati Tags: employee, employee relations, employee satisfaction, employer, feedback, human resources, management, Online surveys, personnel, satisfaction surveys