Points to Think about Prior to Conducting an ppt


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

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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.

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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.

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Privacy and Confidentiality One of the most significant issues from a worker’ 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 company’s 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.

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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.

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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.

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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.

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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.

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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 “There is little to no office politics and gossip” statistically linked with the next leadership statements: “Takes appropriate action with individuals who under perform”, “Resolves conflicts fairly and appropriately” and “Leads by example and action”. 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.

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These statements do not link with the behaviors in all organizations. They vary somewhat depending on the company’s 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.

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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.

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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.

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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 workers’ perceptions and expectations limit an organization’s ability to employ All the steps in order to conduct a successful employee survey, they must follow

Summary: Employee Engagement Survey improve the organizational culture and include leadership, values, safety, communication, teamwork. More info- https://www.decision-wise.com/questions-employee-engagement-survey

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