GET A HIGH RESPONSE RATE SURVEY OF EMPLOYEE SATISFACTION
Here
are the steps to follow to obtain a high response rate .
•
Market survey employee satisfaction employees and managers before the survey
begins.
•
Make it clear that the survey can be completed in hours of work, and ensure
that all supervisors support this. (We've seen complaints in the comments of
the employees when it promises , but one or more supervisors do not support it
. )
•
Ensure that employees understand their responses will be confidential . Support
your statements as much as possible, for example , " Questionnaires will
be received directly by the research firm to do the tabulations . Nobody in our
organization will see your ratings and comments .
"
•
Let employees know how many people have responded at various points in time.
•
Establish an overall objective response rate and give all employees "
something extra" if the goal is reached .
•
Send alerts .
•
When the results come , let employees know what they were. This will help the
response rate of the next survey .
•
Acting on the results. This will also help the response rate of the next survey
.
SELECTION RULES FOR USE IN SURVEY OF EMPLOYEE SATISFACTION
In
the normative data value in analyzing employee survey , we discussed how the rules
add significant value to the interpretation of the results. The question that
often arises - " What types of organizations should compare my
organization ? " For most of our clients , all normative database is the
most appropriate basis to use for comparison. The reasons for this are as
follows.
•
In many industries , employees jumping across industries. Therefore, they
compete for employees with industries outside your own. As such, you need to
know how your organization compares to the real competition for resources
" people " .
•
In most cases , the differences between sectors are scarce as to how employees
feel about their workplace. For example, Table 1 contains the results for an
attribute , "My supervisor treats me fairly," for three industries and
the database as a whole.
•
Using too small a small subset of a normative database makes it difficult to
determine whether the observed differences are statistically significant
standard . This causes uncertainty as to how different organizations your
results really are, and can be done if the user ignores the lack of
statistically significant differences erroneous decision .
As
is the case in most of life, there are exceptions. The people in the healthcare
industry tend to stay in the industry and the results tend to vary slightly from
those of employers in general. Furthermore , we know that very small
organizations employees tend to be happier than employees of large
organizations .
When
a client does not want compare with the normative database , we try to find a
sense of balance between organizations using substantially identical to that
for which we are carrying out the survey of employee satisfaction and benefit
from large sample size involves using the entire database . Sometimes this
means removing the organizations above or below a certain size or organizations
specific sectors of the database against which to compare the results.
In
some cases, it is appropriate to compare only against organizations in the same
sector as the client. Fortunately , we have a large enough sample to do this
for many industries, including but not limited to , health , high technology
and manufacturing.
Some
of our customers have very high aspirations and levels of employee satisfaction
. For these customers, it may be appropriate " set the bar high,"
compared with only 10% or 20% of all organizations (based on overall
satisfaction with an organization in your workplace) .
The
most important thing to remember is that the rules add an extra layer of
analytical and process value to survey employee satisfaction .
INTERPRETATION
OF SURVEY RESULTS OF EMPLOYEE SATISFACTION
It's
amazing the amount of "data" can be created by a survey. Each scale
question has multiple answers , each of which must be reported along with the
average score of each paragraph, have produced results for different subgroups
, and no statistical analysis. The data must first be packaged into information
(through proper presentation of charts, graphs , and statistical analysis ) .
Then it must be interpreted correctly . Different analysts may adopt different
approaches . This is one approach .
1.
Analysis of Strengths and Weaknesses . In this step , we look at the strengths
and weaknesses within the survey , ie , how elements of the survey are compared
with others, and strengths and weaknesses extra- survey , ie the way in which
the results are compared with the results of other similar studies ( standards)
. This can be done in the attribute ( individual question ) level as well as at
the section level (groups of questions) .
Two
. Look for patterns . Generally common topics emerge. For example , it is
common to find problems in communication between departments when scores are
low teamwork . These patterns provide clues about the circumstances underlying
the existence of the organization .
Three
. Analysis of leverage. Limited resources require enterprise companies are able
to quickly identify the areas that are most important ( leverageable ) to their
employees. Leverage Analysis offers a selection of areas to focus on , by
calculating leverage each area on a " bottom line " measure - overall
satisfaction. The high priority targets identified by quadrant analysis ( see
figure ) are those areas that meet two criteria:
1.
They need to improve and
Two
. Your improvement will firmly seize the bottom line - overall satisfaction.
We
look at the statistical relationship between each measured attribute and
overall satisfaction . The items with high leverage ( relative to total
satisfaction ) will have a greater impact on satisfaction items will with low
leverage. Charting leverage scores (correlation) and performance scores
(percentages or mean scores for each attribute ) in two-dimensional space , it
becomes apparent that the elements need immediate attention.
SHARE THE RESULTS OF A SURVEY OF EMPLOYEE SATISFACTION
It
is very important to share the results in a timely manner for at least two
reasons :
1.
Everyone should know that the organization as a whole and their individual
areas stand whether to take full advantage of creativity and effort of the
employee base.
Two
. Employees need to know that their time in conducting the survey was worth .
Each
organization has its own culture of sharing information on your site . While in
some cases, particularly if the survey showed that communication is a problem,
the process will take some adjustment , to recognize that each organization
will have an approach to information dissemination that usually fail .
Therefore, modifications to our approach can be recommended in order to account
for the exchange of information culture of an organization.
The
fundamental principles of worker participation Satisfaction Survey Results
1.
Be honest . An organization must be willing to share their strengths and areas
in need of improvement. Employees can see through attempts to conceal
information or " spin " .
Two
. Be timely . The sooner you release results sooner the organization can begin
to move toward positive change .
Three
. Share appropriate information at each level. Senior management shall
encapsulated results and access to the detailed results of the organization as
a whole and the differences between divisions / departments . Division Managers
need to know how their division compared to the organization as a whole and as
a division departments compare to each other . Department heads will have to
know how your results compare to the organization as a whole and for the
division to which they belong .
April
. Do not embarrass people in front of their peers. Teamwork and morale may be
affected if, for example, a division manager shows all the scores from
department to department heads in a group setting . Instead of pointing
low-scoring departments to all department heads, let all the department heads
know how they fared compared to other departments through one - on-one .
May
. Discuss what happens next. After the results have bee presented , let the
public know what steps were taken to improve the elements that need
improvement.
June
. Respect confidentiality . Do not submit information that would make people feel
that their responses are confidential . For example , it would be inappropriate
for anyone in the organization to have access to the comments of a small
apartment , as some people may be able to accurately guess what he did comment
. Your provider should contribute to this research not to provide information
that may violate or may be perceived to breach confidentiality.
Process
considerations
1.
Have a plan in place to disseminate information before the survey is completed.
Two
. The CEO / President should be informed by the internal project manager and /
or research provider .
Three
. The CEO / President must share the results with division directors . The
overall results should be shared in a group setting . Individual results will
be shared at meetings one-on - one .
April
. Division Managers should share the results with department heads in a manner
similar to the approach of the CEO / President took with them .
May
. The main conclusions and implications should be highlighted in each
presentation. Detailed results will also be presented . However, be careful to
avoid people drowning in information. This can be done by relying more on the
graphics than in the detailed tables to communicate .
June
. Give employees an overview of the overall performance through the best means
possible . For some organizations, this will be in a group setting . For
others, it will be through email, Intranet , or newsletter . Consider using
multiple methods .
July
. Department heads must share the results of the departments with employees in
a group meeting . It may be helpful to have a human resources manager in the
presentation help . If human resource managers will be part of this process ,
planning ahead will help meetings proceed smoothly and are conducted in a
timely manner .
August
. In all communications , make sure that the communication is "two-way
" . Questions should be encouraged .
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