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Points to Think about Prior to Conducting an In-House Employee Survey (1)

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Employee Engagement Survey improve the organizational culture and include leadership, values, safety, communication, teamwork. More info- – PowerPoint PPT presentation

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Title: Points to Think about Prior to Conducting an In-House Employee Survey (1)


1
Points to Think about Prior to Conducting an
In-House Employee Survey
2
  • I worked in huge organizations. These
    associations had substantial Human Resource and
    Information Technology departments. It was just
    natural that they should use these resources when
    it came to conducting an employee
    survey.Typically response rates to worker surveys
    were less than 25. These response rates were
    thought of as the norm and besides a few comments
    lamenting the low response rate, no one paid much
    attention.

3
  • I am on the side of the fence, today. I have
    worked with corporate clients for the past nine
    years providing a variety of sorts of employee
    surveys. Recently, I had the chance of talking
    from organizations with HR staff. These
    associations were scouring the net so that they
    could create their own employee survey to collect
    questions. They were planning on conducting
    their own survey procedure once these questions
    were assembled by them. At first blush this does
    not sound like an unreasonable approach. I asked
    the HR team to consider the following.

4
  • Privacy and Confidentiality
  • One of the most significant issues from a
    worker8217 sperspective regarding employee
    surveys is privacy and confidentiality. It has
    been our experience that most workers have a
    comfort level knowing that their answers to a
    survey are contained in their firm computers.
    Despite a company8217s efforts to ensure that
    unauthorized access to the survey data is
    protected, the simple fact remains that it's
    company staff that are working with the
    information and conducting the investigations.
    Confidentiality has been breached. There are
    opportunities for abuses.

5
  • Several years back Enter was confronted with a
    situation where the company president stated that
    he was prepared to move with an employee survey
    but since he was paying for the survey we went to
    prepare. We had no option but to walk away from
    this endeavor. We could not provide the workers
    with unequivocal assurances that their privacy
    and confidentiality could be secure.

6
  • When workers are advised that the survey process
    will be run by a third party, these concerns can
    be minimized. In the communications that are
    pre-survey, for example, Enter advises employees
    that there's a firewall between Enter Corporation
    and the company. Our computers can not be
    accessed by any worker. No worker or company
    official will see or have access to our database.
    Any requests by managers or anyone at the
    company is flatly rejected. This has happened a
    couple times over the last nine decades. Privacy
    and confidentiality are issues that are serious
    and they can't be compromised. Employee surveys
    are a two edged sword. On the one hand workers
    welcome a chance to provide feedback. They won't
    participate or they won't provide honest answers
    if they feel in the slightest that their privacy
    can be compromised.

7
  • Response Rates
  • A high response will raise the validity of the
    results. A database is generated by A response
    rate. A large database can be used to prepare
    information cuts which drill deep into the
    organization providing results. A database can
    only be used to prepare a superficial analysis
    which won't be able to point to improvements
    which have to take place. Therefore obtaining a
    high response rate is critically important in any
    worker survey. For example, the survey process
    that was Enter has resulted in response rates
    between 82 percent-95. This is above average and
    it allows for detailed investigation. Data shows
    that employee surveys typically garner a response
    rate of 30 percent or lower.

8
  • Survey Construct
  • Coordinating the questions and creating the
    scoring algorithm, the questions are all parts of
    creating an employee questionnaire. At Enter we
    followed the principle that question organization
    drives the effectiveness of the analyses phase.
    Therefore if we wanted the investigations phase
    to lead clearly to recommendations for follow up
    implementation, the questions had to be organized
    in a way that reflects the results we were
    seeking. This thinking was responsible for the
    worker engagement modeling that Enter conducted
    in the questionnaire design process as a first
    step. The survey questions were put inside the
    appropriate parts of the model after the modeling
    was completed. The section on Validity and
    Reliability below describes this process in more
    detail. The simple fact remains that there's a
    particular. This ordering drives the analysis
    which then allows us to provide clear
    recommendations for follow up implementation.

9
  • Survey Analysis
  • The survey analyses' nature is as important. The
    survey analysis is the supply of percentages.
    The analysis must provide an interpretation of
    the data. For example, how do the answers from
    one question or set of questions relate to the
    answers of another question or set of questions?
    Some questions are more important as they relate
    to performance and employee motivation.
  • For example, in one company, the announcement
    8220There is little to no office politics and
    gossip8221 statistically linked with the next
    leadership statements 8220Takes appropriate
    action with individuals who under perform8221,
    8220Resolves conflicts fairly and
    appropriately8221 and 8220Leads by example
    and action8221. Direction behaviors that
    appeared over and over again as being behaviors
    which were important to the culture of this
    particular organization were identified by this
    type of analysis. The analysis led to
    identifying priority leadership behaviors that
    had the best impact on practices. Therefore the
    HR department had a set. The survey report also
    provided an evaluation of how well all those from
    the company with supervisory responsibility rated
    against these behaviors.

10
  • These statements do not link with the behaviors
    in all organizations. They vary somewhat
    depending on the company8217s culture.
    Considering the case of office politics, research
    has shown that a high level of office gossip is
    related to a workplace. In this case, this type
    of analysis gives the company comfort and the
    knowledge they're pursuing the right actions to
    minimize gossip and improve performance.

11
  • Reliability and Validity
  • Questions can be gathered by anyone and create a
    survey. This raises a question. How can you
    know that the questions are valid and reliable?
    In other words, if an organization creates its
    own poll, do they have the internal skills and
    are they prepared to conduct validity testing and
    the reliability to ensure the survey will produce
    meaning benefits.
  • Enter Corporation spent one creating a series of
    surveys. The process involved a number of steps.
    The first step was assembling an eclectic group
    of professionals comprising expertise in
    strategic management, organizational leadership,
    development, psychiatry and behavioural
    psychology. This group developed versions and
    questions based on these versions. These were
    analyzed with focus groups in many business
    sectors and then pilot tested. Reliability
    analyses were conducted. Principle component
    analyses have been conducted. The surveys were
    pilot analyzed and tested and the surveys
    amended. This process continues to this day to
    be able to ensure the customers receive surveys
    that will produce the best results and continued.

12
  • Conclusions
  • If a person feels ill, are in pain and are
    running a fever they can do one of two things.
    They can either take their temperature or they
    can visit the doctor. If they take their
    temperature their intervention options for
    regaining health are severely limited because
    they don't have sufficient information. Should
    they undergo a battery of tests and go to the
    doctor they will receive an intervention strategy
    and information .
  • Conducting an employee survey is the same.
    Organizations are complex systems. With an
    untested employee survey, simple analysis and
    untested survey process will produce results
    which are like taking the temperature. Taking
    the temperature severally limits your ability to
    identify actions that are specific for
    performance improvement. This then acts as a
    de-motivator. Employee surveys raise employee
    expectations. Employee cynicism sets in when the
    process fails to demonstrate any meaningful
    movement and productivity drops.

13
  • Results which will follow up implementation will
    be rendered by comprehensive diagnostic if you
    choose to conduct a survey run. The organization
    will obtain the information it needs to achieve
    its own objectives and to proceed. The survey
    arrangement the survey questions, the survey
    process, and the survey analyses and
    interpretation are key factors in generating
    results. The character of workers8217
    perceptions and expectations limit an
    organization8217s ability to employ All the
    steps in order to conduct a successful employee
    survey, they must follow
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