Posts Tagged ‘employer’
The Importance of Employee Satisfaction and Exit Surveys
In a competitive world with the need for businesses to be more streamlined and productive a company can often find itself with a workforce working under pressure resulting in low moral and high staff turnover. Organizations that have a highly motivated workforce can benefit enormously and having a workforce that is both motivated and productive should not be regarded as being mutually exclusive to one another.
Left unresolved employers run the risk of alienating their employees and events can then cause employee frustrations to explode resulting in employers finding themselves on the back foot, faced with problems that cannot be ignored.
Ideally employers would take time to understand the needs of their employees and learn from their experiences of working on the front line, but employers are often themselves tied up day to day fighting their own fires.
By automating much of the intelligence gathering process and providing the findings in a format that can be readily analysed online surveys provide employers with an efficient, effective and low cost method to help achieve a pleasant working environment, where staff satisfaction and productivity is high.
Unproductive & dissatisfied
There are a plethora of reasons why employees may become dissatisfied with their job that can result in them channelling their frustrations into demands for higher salaries and reduced hours. Managers who tackle problems thinking it is all about salary and hours, will often find later that they have been dealing with the symptoms and not the root cause.
Not just about the money
The following are barriers to achieving productivity, none of which are likely to be resolved by increasing salaries or reducing hours:-
- Insufficient training
- Out of touch management
- Dated working methods
- Lack of proper tools and equipment
Paying higher salaries is not always a solution to an employee’s problems nor as many studies have revealed is it the most important motivator for employees.
Take the case of a single mother who is juggling a full time job with the need to look after three children. 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 company, may be more flexible working hours.
Communication is what it is all about
It is in all companies interests to encourage good communication. A company where the management does not communicate well with their employees, or will wait for any problems to be raised, can often be deceived into thinking that they have a content workforce when they don’t. It can take only one small problem and one employee to feel aggrieved for an entire workforce to develop a destructive ‘them and us’ attitude.
Improving communication
It would be ideal if the employer and employee could meet one on one but in practice this is impractical for everyone except very small organizations.
Regular meetings between management and worker representatives are good in theory but they often become talking shops and can begin to lose their edge as the participants become familiar with one another and the forum runs the risk of being hijacked by the more extrovert personalities.
Suggestion boxes are useful but can be viewed as token efforts by management as they wait for personnel to highlight a problem.
Newsletters can be a positive step, but their primary function is to inform, not to discuss employee issues.
Maintaining the initiative
Conducting employee satisfaction surveys on a regular basis you are able to ask each employee specific questions and present a pro-active management initiative where the whole workforce can be canvassed 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 and keeping the initiative the employer is able to tackle problems from a position of strength as opposed to waiting for problems to fester and then 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 companies online surveys represent a proactive and low cost solution. They can be created very quickly and for the majority of organizations, where most of the personnel have desktop computers, they can be deployed directly 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 elements that together will help towards providing an employee with job satisfaction, including company ethics, working environment, methodology and ethos to having effective and decisive 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
An online survey can also be used to educate and pass on to the workforce important information, the ‘message’ is consistently delivered and does not suffer from the Chinese whisper phenomenon where a message can be distorted as it is handed down.
An online survey can explain to the employees a difficult situation and get useful feedback as to the best solution. In this situation it is rare that the workforce would appear negative and more likely that they will feel informed and empowered that might in itself turn a potentially 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. Identifying a problem may not be enough to prevent a person from leaving but it could lead to an unappreciated issue being resolved that may be all that is required to stop other key personnel from also deciding to leave.
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
Why Staff Satisfaction Surveys and Exit Surveys Make Good Sense
If businesses that strives to become more streamlined and productive are not careful their efforts to become more competitive can result in a workforce that is working under pressure which in turn could cause low moral and possibly a high staff turnover. The benefits of a company having a highly motivated workforce can be considerable and the two goals of 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 take time to understand the needs of their employees and learn from their experiences of working on the front line, but employers are often themselves tied up day to day fighting their own fires.
By automating much of the intelligence gathering process and the findings being instantly available in a format that can be readily analysed online surveys provide employers with an affordable method to help achieve staff satisfaction and high productivity.
Unproductive & dissatisfied
There are a plethora of reasons why employees may become dissatisfied with their job that can result in them channelling their frustrations into demands for higher salaries and reduced hours. Employers who tackle problems thinking it is all about salary and hours, will often find later that they have been dealing with the symptoms and not the root cause.
It’s not about money
The following are the most common problems 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
Many studies have shown that salaries are rarely the number one priority of employees and providing an employer is paying market rate they would be fundamentally wrong to think that paying higher salaries is the answer to all employee problems.
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 company, may be more flexible working hours.
Good communications is what it is about
It is important for any company to encourage communication. An organization that makes communication between management and personnel difficult, or that takes the view that it is the responsibility for personnel who have a problem to say something, can often deceive themselves into thinking their workforce is content when it is not. It can take only one small problem and one employee to feel aggrieved for an entire workforce to develop a destructive ‘them and us’ attitude.
Improving communication
For very small organizations it may be manageable to have regular meetings between the employer and individual employees but for larger companies this would probably prove impractical.
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 have their value but they can be viewed as token efforts by management as they wait for personnel to highlight a problem.
Newsletters can provide a positive contribution 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 regularly you are able to ask each employee specific questions and presents 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.
Being prepared to consulate with employees 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 and keeping the initiative the employer is able to tackle problems from a position of strength as opposed to waiting for problems to fester and then develop out of proportion.
Small problems left unresolved can lead to a minor problem breaking the camel’s back and the workforce mood change from positive to negative over night.
Quick and easy
For most organizations online surveys represent a proactive 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.
In situations where individuals do not have personal access to a computer there are still many options available to implement the online survey solution such as giving access to a shared computer, operator input or, as a last resort, a hardcopy survey.
Job satisfaction
There are combined elements that will contribute towards an employee’s job satisfaction, including company ethics, working methodology, ethos and environment to having decisive 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.
Educate and inform
An online survey can also be used to educate and pass on to the workforce important information, the ‘message’ is consistently delivered and does not suffer from the Chinese whisper phenomenon where a message can be distorted as it is handed down.
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 potentially negative problem into a positive challenge that unites the workforce.
Exit surveys
Exit surveys are an excellent way of ensuring that when personnel leave an organisation they are leaving for the right reasons and not due to reasons that if appreciated earlier could have been addressed and resolved by management. If a problem has been identified it may be too late to prevent an individual from leaving but if addressed it could prevent other key personnel leaving for the same reasons.
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 identified and the senior management informed who then will have the chance 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
Tips to Writing Effective Surveys
How to create a survey using Survey Galaxy
Writing surveys is easy; or is it? The truth is that creating surveys is easy but creating effective surveys is more difficult. The following tips will help you with your survey questionnaire design so you can write more effective surveys.
1. What is the survey’s purpose?
Questionnaires are conducted for many reasons. By correctly phrasing the questions and structuring the answers surveys can be used in many ways and for a variety of reasons. When designing a survey don’t lose sight of its purpose.
2. Title the survey
The survey title is key and an opportunity to instantly summarise a survey’s objective and grab the attention of invited respondents. Respondents need to invest time in completing the survey so make them feel that their investment is worthwhile.
3. Keep the survey as short as possible
Every question that is asked should be asked for a reason. Minimize asking questions that will provide you with ‘nice to know’ information and concentrate instead on ‘need to know’ questions.
4. Use plain English, maintain consistency, avoid jargon and acronyms and don’t ask questions that may result in ambiguous answers
Be careful when wording the question. Ambiguous questions run the risk that any analysis of the resulting survey data will be meaningless or at the very least misleading.
5. Avoid long questions
Where practical use concise sentences. Long questions can cause a respondent discomfort and lead to them abandoning the survey.
6. Ask one question at a time
Avoid confusing the respondent with a question like ‘Do you like football and tennis?’
7. Don’t influence the answer
It is important not to load the question. ‘Should irresponsible shop keepers who sell tobacco to minors be prosecuted?’ is likely to have no value.
8. Ensure that the answer format used allows the respondent to answer the question being asked
Ensure that the respondent can answer how they really feel or they may be inclined to abandon the survey. As a last resort consider the benefit of including a “No comment”, “Can’t say” or similar response option.
9. While you are compiling your survey consider how the survey results are going to be analysed when the survey is complete
When asking questions that allow for a free text open ended response, such as when asking the respondent for their comments, appreciate that such information is likely to be difficult to score and/or summarised. Consider grouping the answers into groups that will match your analysis requirements. For example “How long have you worked here?” – ‘less than 3 year’, ‘between 3 and 5 years’ and ‘more than 5′.
10. Ensure that the questionnaire flows
Group questions into clear categories as this will make it easier for the participants completing the survey.
11. Target your respondents carefully
You may want to target a specific group, in others a cross section. If you can’t control who responds to your survey consider including questions/answers that will allow you to filter out respondents who don’t match your target profile.
12. Provide a channel for your respondents to expand on their answers or make comments
Allowing respondents to make additional comments will increase their satisfaction level and will also give valuable feedback on the specific questions and/or the survey as a whole. Remember though for a large sample collection it may be difficult to analyse free text open ended responses.
13. If the survey you are conducting is to be confidential ensure that you honour your pledge
If you have assured the respondents that the survey is confidential ensure that the individual data is not to be shared with anyone and not used for any other purpose. Confidentiality must be maintained and any contact information deleted after the survey is complete.
14. Weigh up the advantages and disadvantages of allowing respondents to be anonymous or identifiable
If your respondents are to be anonymous then you will be unable to follow up specific complaints or match “pre” or “post” surveys. In some cases allowing people to remain anonymous will however allow people to respond without possible peer pressure.
15. Give careful consideration to the best response format
Maintaining a consistency in the format used for responses is good practice. When creating your survey keep in mind that when analysing the data radio buttons are easier to analyse than check boxes that offer the respondent multiple responses. If a radio response can be used do not use a check box.
16. Inform the respondent as to how much time the survey will take to complete
Respondent drop out can occur if the survey appears to be a stream of never ending questions. It is a good idea to give an indication as to how long the survey is likely to take so the respondents can choose the best time to complete the survey.
17. Provide respondents with the survey end date
Try and encourage your invited respondents to complete the survey as soon as possible but advise the respondents of the survey’s end date so that they have the opportunity to schedule the necessary time.
18. Pilot 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 several times
Check more than once that the survey is grammatically correct and makes sense. If practical get someone else to proof read the survey before you publish, if no one else is available then take a break before checking again.
20. Thank the respondent
To complete surveys respondents have to devote their time and should be thanked at the end of completing the survey or in a follow up letter. You may even want to consider incentives such as a reward of some sort.
Getting started is easy and there are many survey software websites to choose from.
Top Tips to Writing Effective Surveys
How to create a survey using Survey Galaxy
Designing surveys is considered easy; but is it? The truth is that writing surveys is easy but writing surveys that will be effective is a little bit more difficult. The following tips will help you with your survey questionnaire design so you can write more effective surveys.
1. What is the survey’s purpose?
Surveys are conducted for many reasons. By phrasing the questions and structuring the answers surveys can be used in a multitude of ways and for a variety of reasons. When compiling a survey don’t lose sight of its purpose.
2. Title the survey
The survey title is key and an opportunity to instantly summarise a survey’s objective and encourage respondents to participate. Respondents need to invest time in completing the survey so encourage them that the investment they make will be worthwhile.
3. Don’t make the survey any longer than it needs to be
Every question 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. If a question can be interpreted in more ways than one then there is a risk that any analysis of the survey results will be worthless or at the very least misleading.
5. Avoid long questions
Use short sentences wherever possible. 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 tennis and golf?’
7. Do not influence the answer
Do not load the question. ‘Should irresponsible shop keepers who sell alcohol to children be prosecuted?’ is unlikely to have any 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 less inclined to complete the survey. As a last resort consider the benefit of including a “Don’t know”, “Can’t say” or similar response option.
9. When you are compiling your survey consider how the compiled data is going be analysed when the survey is complete
Appreciate that questions that allow for a free text open ended response is likely to be difficult to score and/or summarised. Consider how answers can be grouped. For example “Indicate your length of service?” – ‘less than 3 year’, ‘between 3 and 6 years’ and ‘more than 6′.
10. Try and ensure that the questionnaire flows
When asking questions group the questions into clear categories as this makes the task of completing the survey easier for the participants.
11. Target your respondents carefully
In some cases you will want to target a specific group, in others a cross section. If you can’t control who responds to your survey consider including questions/answers that will allow you to filter out respondents who don’t fit your target profile.
12. Allow the respondent to expand or make comments
By allowing respondents to make additional comments you 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 it may be difficult to analyse free text open ended responses.
13. If you are conducting a confidential survey ensure that your pledge for confidentiality is honoured
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 and any contact information deleted after the survey is complete.
14. Weigh up the advantages and disadvantages of allowing respondents to be anonymous or identifiable
If your respondents are to be anonymous then 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. Give careful consideration to the best response format
It is good practice to maintain a consistency in the format used for responses. When creating your survey keep in mind that when analysing the data radio buttons are easier to analyse than check boxes that offer the respondent multiple responses. Do not use a check box if a radio response would do.
16. Inform the respondent as to how much time the survey will take to complete
If the survey appears to be a stream of never ending questions then respondent drop out can occur. It is good practice to give an indication as to how long the survey is likely to take so that the participants can determine the best time to complete the survey.
17. Advise the respondents of the survey end date
Try and encourage your invited respondents to complete the survey as soon as possible but advise the respondents of 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 check the survey carefully
Check and then check again that a survey is grammatically correct and makes sense. If possible get someone else to proof read the survey before you publish, if you are unable to do this then take a break before checking again.
20. Remember to thank the respondent
To complete surveys respondents have to devote 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 provide an incentive such as entry into a prize draw or a reward.
To get started there are numerous survey software websites to choose from.
Employee Satisfaction and Exit Surveys Make Sense
In a competitive world with the need for businesses to be more streamlined and productive a company can often find itself with a workforce working under pressure resulting in low moral and high staff turnover. The benefits of a company having a highly motivated workforce can be considerable and the two goals of having a workforce that is both motivated and productive should not be regarded as being mutually exclusive to one another.
When problems are left unresolved then there is a risk of companies alienating their employees leading to employee frustrations growing to a point where managers find that they are on the back foot with problems that just 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 much of the intelligence gathering process and the findings being instantly available in a format that can be readily analysed online surveys provide employers with an affordable method to help achieve staff satisfaction and high productivity.
Unproductive & dissatisfied
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 problems thinking it is all about salary and hours, will often find later that they have been dealing with the symptoms and not the root cause.
Not just about the money
The following are common barriers to achieving productivity, none of which are likely to be resolved by increasing salaries or reducing hours:-
- Insufficient training
- Out of touch management
- Working methods that are past their sell by date
- Lack of proper tools and equipment
Numerous studies have shown that salaries are rarely the most important priority for employees and providing an employer is paying a fair rate they would be fundamentally wrong to think that paying higher salaries is a panacea to all employee problems.
Take the case of a single mother who is juggling a full time job with the need to look after four children. 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 company, may be more flexible working hours.
Communication is what it is all about
It is in the interests of all organizations to encourage good communication. A company where the management does not communicate well with their employees, or will wait for any problems to be raised, can often be deceived into thinking that they have a content workforce when they don’t. It can very easily start with a small problem and one aggrieved employee for the problem to escalate to involve an entire workforce and generate a ‘them and us’ attitude.
Improving communication
For very small organizations it may be manageable to have regular meetings between the employer and individual employees but for larger companies this would probably prove impractical.
Regular meetings between management and worker representatives are good in theory but they often become talking shops and can begin to lose their edge as the participants become familiar with one another and the forum runs the risk of being hijacked by the more extrovert personalities.
Suggestion boxes can have their value but they can be viewed as token efforts by management as they wait for personnel to highlight a problem.
Newsletters can provide a positive contribution, but their purpose is generally to inform and not discuss employee issues.
Maintaining the initiative
Conducting employee satisfaction surveys regularly you are able to ask each employee specific questions and presents 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 and keeping the initiative the employer is able to tackle problems from a position of strength as opposed to waiting for problems to fester and then develop out of proportion.
Leave a small problem unresolved and it can 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 over night.
Quick and easy
For the majority of organizations online surveys represent a proactive and low cost solution. They are quick to design and for the majority of companies, where most of the personnel have desktop computers, they can be deploy through email 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 elements that together will help towards providing an employee with job satisfaction, including company ethics, working environment, methodology and ethos to having effective and decisive 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
Online surveys can be used to educate and disseminate information on to the workforce, ensuring that the ‘message’ is consistently delivered and does not suffer from the Chinese whisper phenomenon where a message can become distorted as it is passed on.
An online survey can explain a difficult situation and get valuable feedback from the employees as to the best solution. It is rare in this situation that the workforce would appear negative and more likely that they will feel informed and empowered that might in itself turn a potentially negative problem into a positive challenge that unites the workforce.
Exit surveys
Exit surveys are an ideal method for management to make sure that when people leave the organisation they are not leaving because of problems that could have been addressed and possibly resolved if they had been appreciated earlier. Identifying a problem may not be enough to prevent a person from leaving but it could lead to an unappreciated issue being resolved that may be all that is required to stop other key personnel from also deciding to leave.
Analysing the results
Having consulted with the workforce using an online survey the results are available for instant analysis. Common and specific problems can be identified and the senior management informed who then will have the chance 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
Why Employee Satisfaction and Employee Exit Surveys are Important
With the need for many businesses to be more streamlined and productive a company can sometimes find itself with many of their employees working under pressure that can then lead to low moral and possible result in a high staff turnover. The benefits of an organization having a highly motivated workforce can be considerable and the two goals of having employees that are both motivated and productive should not be regarded as being mutually exclusive to one another.
Left unattended employers run the risk of alienating their employees, events can cause employee frustrations to boil over resulting in employers finding themselves on the back foot, faced with a problem that cannot be ignored.
In an ideal world employers would take time to understand the needs of their employees and learn from their experiences of working on the front line, but employers are often themselves tied up day to day fighting their own fires.
Online surveys provide employers with an effective and affordable method by automating the process of collating the information and storing it in a format that allows for real-time analysis supplying the management with the intelligence required to achieve staff satisfaction and high productivity.
Unproductive & dissatisfied
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. Employers 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
- Working methods that are past their sell by date
- Lack of proper tools and equipment
The solution to an employee’s problems is not always through the awarding of higher salaries. There have been many studies made that have found that the level of financial reward is rarely the main motivator towards job satisfaction.
Take the case of a single mother who is juggling a full time job with the need to look after two children. 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 company, may be more flexible working hours.
It is all about communication
It is in any company’s interest to encourage communication. An organization where the management do not communicate well with their employees, or will wait for problems to be raised, can often think that they have a content workforce when the reality is that they don’t. It can take only one small problem and one employee to feel aggrieved for an entire workforce to develop a destructive ‘them and us’ attitude.
Improving communication
Ideally management would hold one to one meetings with each employee but in practice this would only seem practical for very small businesses.
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 have their value but they can be viewed as token efforts by management as they wait for personnel to highlight a problem.
Newsletters can be a positive step, but their primary function is to inform, not to discuss employee issues.
Maintaining 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 and keeping the initiative the employer is able to tackle problems from a position of strength as opposed to waiting for problems to fester and then develop out of proportion.
Small problems left unresolved can lead to a situation where a minor problem might break the camel’s back and the workforce mood change from positive to negative over night.
It is easy and quick
For most companies online surveys represent a proactive and low cost solution. They are quick to design and for the majority of companies, where most of the personnel have desktop computers, they can be deploy through email direct to the individual.
In situations where individuals do not have personal access to a computer there are still many options available to implement the online survey solution such as giving access to a shared computer, operator input or, as a last resort, a hardcopy survey.
Job satisfaction
There are combined elements that will contribute towards an employee’s job satisfaction, including company ethics, working methodology, ethos and environment to having decisive 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 useful feedback as to the best solution. It is rare in this situation that the workforce would appear negative and more likely that they will feel informed and empowered that might in itself turn a potentially negative problem into a positive challenge that unites the workforce.
Exit surveys
Exit surveys are an excellent way of ensuring that when personnel leave an organisation they are leaving for the right reasons and not due to reasons that if appreciated earlier could have been addressed and resolved by management. 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
Having consulted with the workforce using an online survey the 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
How to Write Effective Surveys
How to create a survey using Survey Galaxy
Designing surveys is easy; isn’t it? The truth is that writing surveys is easy but writing surveys that will be effective is more difficult. The following twenty tips will help you with your survey questionnaire design.
1. What is the purpose of the survey?
Surveys and questionnaires are conducted for many reasons. 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. Title the survey
The title of the survey is an opportunity to instantly summarise a survey’s objective and encourage respondents to participate. Respondents need to invest time in completing the survey so encourage them that the investment they make will be worthwhile.
3. Don’t make the survey any longer than it needs to be
Every question that is asked should be asked for a reason. Minimize the questions providing you with ‘nice to know’ information and concentrate instead on the ‘need to know’ questions.
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. If a question is ambiguous then there is a real risk that any analysis of the resulting survey data will be worthless or at the very least suspect.
5. Avoid having long questions
Use succinct sentences wherever possible. Long questions tend to cause respondents discomfort and can lead to a higher level of incidents where respondents abandon a survey.
6. Ask one question at a time
Avoid confusing the respondent with a question like ‘Do you like tennis and golf?’
7. Don’t influence the answer
Do not load the question. ‘Should irresponsible shop keepers who sell alcohol to children be prosecuted?’ is likely to have no value.
8. Ensure that the chosen answer format allows the respondent to answer the question being asked
Ensure that the respondent can answer how they really feel or they may be inclined to abandon the survey. As a last resort consider the benefit of including a “No comment”, “Don’t know” or similar response option.
9. At the same time that you compile 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 how answers can be grouped. For example “Indicate your length of service?” – ‘less than 2 year’, ‘between 2 and 4 years’ and ‘more than 4′.
10. Ensure that the questionnaire flows
When asking questions group the questions into clear categories as this makes the task of completing the survey easier for the participants.
11. Target your respondents carefully
You may want to target a specific group, in others a cross section. If you can’t control who responds to your survey consider including questions/answers that will allow you to filter out respondents who don’t match your target profile.
12. Provide a channel for your respondents to expand on their answers 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 analyse.
13. If the survey you are conducting is to be confidential ensure that your pledge is upheld
If you have guaranteed the respondents that the survey is confidential ensure that the individual data is not to be shared with anyone and not used for any other purpose. Confidentiality must be maintained at all times and any contact information destroyed once the survey has finished.
14. Consider the benefits and disadvantages of allowing respondents to be anonymous or identifiable
If your respondents are to be anonymous then you will be unable to follow up or match “pre” or “post” surveys. However in some cases allowing respondents to remain anonymous will allow respondents to respond without possible peer pressure.
15. Carefully consider the best response format
It is good practice to maintain a consistency in the format used for responses. Keep in mind that when analysing the data radio buttons are easier to analyse than check boxes that offer the respondent multiple responses. If a radio response format can be used do not use a check box format.
16. Provide the respondent with an estimate as to how much time the survey will take
If the survey appears to be a stream of never ending questions then respondent drop can increase. It is a good idea to give an indication as to how long the survey is likely to take so the respondents can choose the best time to complete the survey.
17. Provide respondents with the survey end date
Try and encourage your invited respondents to complete the survey as soon as possible but advise the respondents of 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 several times
Check more than once 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. Thank the respondents
Respondents devote their time when completing surveys and should therefore be thanked 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.
Getting started is easy and there are many survey software websites to choose from.
Tips to Writing Effective Surveys
How to create a survey using Survey Galaxy
Writing surveys is easy; isn’t it? The truth is that writing surveys is easy but writing surveys that will be effective is a little bit more difficult. The following twenty tips will help you with your survey questionnaire design.
1. What is the survey’s purpose?
Questionnaires are conducted for many reasons. By 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 do not lose sight of its purpose.
2. Give the survey a good title
The survey title represents an opportunity to instantly summarise a survey’s objective and encourage respondents to participate. Respondents need to invest time in completing the survey so make them feel that their investment is worthwhile.
3. Try to keep the survey as short as possible
Every question that is asked should be asked for a reason. Minimize the questions providing you with ‘nice to know’ information and focus instead on the ‘need to know’ questions.
4. Use plain English, avoid jargon and acronyms, maintain consistency and don’t ask questions that may result in ambiguous answers
Care must be taken in wording a question. There is every chance that if respondents can interpret any question that is not clearly written differently to that intended by the survey’s publisher then any analysis of the survey results may be worthless or at the very least misleading.
5. Avoid long questions
Where practical use concise sentences. Long questions can cause a respondent to lose concentration and can lead to a higher level of incidents where respondents abandon a survey.
6. Ask only one question at a time
Avoid confusing the respondent with a question like ‘Do you like athletics and golf?’
7. Avoid influencing the answer
It is important not to load the question. ‘Should irresponsible shop keepers who sell alcohol to children 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
Ensure that the respondent can answer how they really feel or they may be inclined to abandon the survey. As a last resort consider the benefit of including a “Can’t say”, “Don’t know” or similar response option.
9. While you are compiling your survey consider how the survey results are going to be analysed when the survey is complete
Appreciate that questions that allow for a free text open ended response is likely to be difficult to score and/or summarised. Consider grouping the answers into groups that will match your analysis requirements. For example “How long have you worked here?” – ‘less than 3 year’, ‘between 3 and 5 years’ and ‘more than 5′.
10. Ensure that the questionnaire flows
When asking questions group the questions into clear categories as this makes the task of completing the survey easier for the participants.
11. Target your respondents carefully
In some cases you will want to target a specific group, in others a cross section. If you can’t control who responds to your survey consider including questions/answers that will allow you to filter out respondents who don’t fit your target profile.
12. Allow respondents to expand on their answers and/or make comments
Allowing respondents to make additional comments will increase their satisfaction level and 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 analyse.
13. If you are conducting a confidential survey ensure that your pledge for confidentiality is upheld
If you have guaranteed the respondents that the survey is confidential ensure that the individual data is not to be shared with anyone and not used for any other purpose. Confidentiality must be maintained at all times and any contact information destroyed after the survey is complete.
14. Weigh up the benefits 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 respondents to remain anonymous will however allow respondents to respond without possible peer pressure.
15. Carefully consider what the best response format will be
Being consistent with the format used for responses is good practice. Keep in mind that when analysing the data radio buttons are easier to analyse than check boxes that offer the respondent multiple responses. Do not use a check box if a radio response would do.
16. Inform the respondent as to the approximate time it will take to complete the survey
Respondent drop out can occur if the survey appears to be a stream of never ending questions. It is a good idea to give an indication as to how long the survey is likely to take so the respondents can choose the best time to complete the survey.
17. Advise the respondents of the survey end date
Encourage your invited respondents to complete the survey as soon as possible but advise the respondents of 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 a pilot survey to check for questions that are ambiguous or confusing and to confirm 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 you are unable to do this then take a break before checking again.
20. Say ‘Thank You’
To complete surveys respondents need to invest their time and they should be thanked 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 or entry into a prize draw.
To get started there are numerous survey software websites to choose from.
The Importance of Employee Satisfaction and Exit Surveys
In a competitive world with the need for businesses to be more streamlined and productive a company can often find itself with a workforce working under pressure resulting in low moral and high staff turnover. Organizations that have a highly motivated workforce can benefit enormously and having a workforce that is both motivated and productive should not be regarded as being mutually exclusive to one another.
Left unattended employers run the risk of alienating their employees, events can cause employee frustrations to boil over resulting in employers finding themselves on the back foot, faced with a problem 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 much of the intelligence gathering process and the findings being instantly available in a format that can be readily analysed online surveys provide employers with an affordable method to help achieve staff satisfaction and high productivity.
Unproductive & dissatisfied
There are a plethora of reasons why employees may become dissatisfied with their job that can result in them channelling their frustrations into demands for higher salaries and reduced hours. Employers 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 just about the money
The following are some common 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
Paying higher salaries is not always a solution to an employee’s problems nor as many studies have revealed is it the most important motivator for employees.
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 company, may be more flexible working hours.
It is about communication
It is in any organization’s interest to encourage communication. A company where the management does not communicate well with their employees, or will wait for any problems to be raised, can often be deceived into thinking that they have a content workforce when they don’t. It can very easily start with a small problem and one aggrieved employee for the problem to escalate to involve an entire workforce and generate a ‘them and us’ attitude.
Improving communication
Ideally employer and employee would meet one on one but in practice this would seem practical only for very small organizations.
Regular meetings between management and worker representatives are good in theory but can degenerate into talking shops and slowly lose their purpose as the participants from both sides become familiar with one another and the meetings run the risk of being hijacked by the more extreme personalities.
Suggestion boxes can have their value but they can be viewed as token efforts by management as they wait for personnel to highlight a problem.
Newsletters can provide a positive contribution, but their purpose is generally to inform and not discuss employee issues.
Maintaining the initiative
Conducting employee satisfaction surveys on a regular basis you are able to ask each employee specific questions and present 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 often take counsel from others before making a decision. By retaining the initiative and conducting a survey the employer is able to tackle problems from a position of strength as opposed to waiting for problems to arise and develop out of proportion.
Leave a small problem unresolved and it can 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 over night.
Easy and quick
For most companies online surveys represent a proactive and low cost solution. They are quick to design and for the majority of companies, where most of the personnel have desktop computers, they can be deploy through email direct to the individual.
If there are situations where individuals do not have personal access to a computer there are still options available to using the online survey solution such as through the use of a shared computer, operator input or, as a last resort, a hardcopy survey.
Job satisfaction
There are elements that together will help towards providing an employee with job satisfaction, including company ethics, working environment, methodology and ethos to having effective and decisive management. Job satisfaction brings benefits through improved productivity and motivation from a workforce that feels that they are treated as individuals and not a commodity item.
Educate and inform
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 a difficult situation to the employees 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 an ideal method for management to make sure that when people leave the organisation they are not leaving because of problems that could have been addressed and possibly resolved if they had been appreciated earlier. If a problem has been identified it may be too late to prevent an individual from leaving but if addressed it could prevent other key personnel leaving for the same reasons.
Analysing the results
Having consulted with the workforce using an online survey the results are available for instant analysis. Common and specific problems can be identified and the senior management informed 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
Great Tips to Writing Effective Surveys
How to create a survey using Survey Galaxy
Writing surveys is considered easy; but is it? The truth is that creating surveys is easy but creating effective surveys is more difficult. The following twenty tips will help you write more effective surveys.
1. What is the survey’s purpose?
Surveys and questionnaires are conducted for many reasons. 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 compiling a survey don’t lose sight of its purpose.
2. Title the survey
The title of the survey is an opportunity to instantly summarise a survey’s objective and encourage respondents to participate. Respondents need to invest time in completing the survey so encourage them that the investment they make will be worthwhile.
3. Don’t make the survey any longer than it needs to be
Every question that is asked should be asked for a reason. Minimize asking questions that will provide you with ‘nice to know’ information and concentrate instead on ‘need to know’ questions.
4. Use plain English, avoid jargon and acronyms, maintain consistency and don’t ask questions that may result in ambiguous answers
Word the question carefully. If a question can be interpreted in more ways than one then there is a real risk that any analysis of the survey data will be meaningless or at the very least misleading.
5. Avoid questions that are long
Use short sentences wherever possible. Long questions tend to cause respondents discomfort and can lead to respondents abandoning a survey.
6. Ask only one question at a time
Avoid confusing the respondent with a question like ‘Do you like tennis and golf?’
7. Don’t influence the answer
Avoid loading the question. ‘Should irresponsible shop keepers who sell alcohol to children be prosecuted?’ is unlikely to have any value.
8. Ensure that the chosen answer format allows the respondent to answer the question being asked
Ensure that the respondent is able to answer how they really feel or they may be less inclined to complete the survey. As a last resort consider the benefit of including a “Don’t know”, “No comment” or similar response option.
9. While compiling your survey consider how you will want to analyse the results once the survey has been published
When asking questions that allow for a free text open ended response, such as when asking the respondent for their comments, appreciate that such information is likely to be difficult to score and/or summarised. Consider grouping answers. For example “How long have you worked here?” – ‘less than 3 year’, ‘between 3 and 5 years’ and ‘more than 5′.
10. Try and ensure that the questionnaire flows
When asking questions group the questions into clear categories as this makes the task of completing the survey easier for the participants.
11. Target your respondents
In some cases you will want to target a specific group, in others a cross section. If you can’t control who responds to your survey consider including questions/answers that will allow you to filter out respondents who don’t fit your target profile.
12. Provide a channel for your respondents to expand on their answers or make comments
Allowing the respondent to make additional comments will increase their satisfaction level and will also give valuable feedback on the specific questions and/or the survey as a whole. Remember that for large sample collections it may be difficult to analyze free text open ended responses.
13. If you are conducting a confidential survey ensure that your pledge for confidentiality is honoured
If you have guaranteed the respondents that the survey is confidential ensure that the individual data is not to be shared with anyone and the information is not going to be used for any other purpose. Confidentiality must be maintained and any contact information deleted after the survey is complete.
14. Consider the advantages and disadvantages of allowing respondents to be anonymous or identifiable
If your respondents are to be anonymous then you will be unable to follow up or match “pre” or “post” surveys. Allowing respondents to remain anonymous will however allow respondents to respond without possible peer pressure.
15. Carefully consider what the best response format will be
It is good practice to maintain a consistency in the format used for responses. When designing your survey keep in mind that when analyzing the data radio buttons are easier to analyze than check boxes that offer the respondent multiple responses. If a radio response can be used do not use a check box.
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 give an indication as to how long the survey is likely to take so that the participants can choose the best time to complete the survey.
17. Provide respondents with the survey end date
Encourage your invited respondents to complete the survey as soon as possible but advise the respondents of the survey’s end date so that they have the opportunity to schedule the necessary time.
18. Pilot the survey
Before publishing a live survey publish a pilot survey to check for questions that are ambiguous or confusing and to confirm that the survey is aesthetically pleasing.
19. Before publishing the survey check the survey several times
Check and then check again that a 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. Thank the respondents
Respondents invest their time when completing surveys and should therefore be thanked at the end of completing the survey or in a follow up letter. You may even want to provide an incentive such as entry into a prize draw or a reward.
For further information please visit Survey Galaxy