Why Employee Satisfaction and Exit Surveys are Important

If a business strives to become more streamlined and productive there needs to be acknowledgement that such efforts may not bare any fruit if the results of their initiatives cause among the workforce widespread dissatisfaction and a high turnover of staff. Organizations that have a highly motivated workforce can benefit enormously and having a workforce that is both productive and motivated 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 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.

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.

 

Dissatisfied & unproductive

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.

 

It’s not about money

The following is a list of common barriers that will prevent an organization from achieving an increase in 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• Out of date working methods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

There have been many studies that have consistently revealed that financial reward is not the most important motivator for employees, providing an employee is being paid the market rate the employer would be wrong to think that the solution to all employee problems is through paying higher salaries.

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 business, may be more flexible working hours.

 

Good communications

It is important for any company to encourage communication. A company that makes communication between personnel and management difficult, or that takes the view that if personnel have a problem they will say something, can often delude themselves into thinking their workforce is content when it is not. It can take only one aggrieved employee with one small problem for an entire workforce to develop a destructive ‘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 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 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

An employee satisfaction survey run on a regular basis is able to ask each employee specific questions and represents 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 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 small problems unresolved and a small problem might just break the camel’s back and at the drop of a hat change the mood of the workforce from positive to negative.

 

It’s easy and quick

For most organizations 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 are also quick to deploy 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 a number of elements that combined will provide an employee with job satisfaction, from company ethics, working environment, methodology and ethos to having good 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 useful 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 unite the workforce and turn a negative problem into a positive challenge.

 

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. Although identifying a problem may not prevent a person leaving, having identified a problem it can then be addressed and that may be enough to prevent other key personnel from 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 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

For a sample Employee Exit survey:- Employee Exit Survey

How to Write 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 more difficult. The following twenty tips will help you write more effective surveys.

1. What is the purpose of the survey?

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 the survey’s purpose.

2. Give the survey a good title

The survey title is a golden opportunity to instantly summarise a survey’s objective and grab the attention of invited respondents. Respondents are going 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. Focus on ‘need to know’ questions and minimise ‘nice to know’ information.

4. Use plain English, maintain consistency and avoid jargon, acronyms and asking questions that could result in ambiguous answers

Word the question carefully. 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 questions that are long

Where practical use short sentences. Long questions 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 football and athletics?’

7. Do not influence the answer

Avoid loading the question. ‘Should irresponsible shop keepers who sell tobacco 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 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 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 appreciate that such information is likely to be difficult to score and/or summarised. Consider grouping answers. For example “Indicate your length of service?” - ‘less than 1 year’, ‘between 1 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

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 match your target profile.

12. Allow respondents to expand on their answers and/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 though for a large sample collection 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 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 at all times and any contact information destroyed once the survey has finished.

14. Weigh up the advantages 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. 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

It is good practice to maintain a consistency in the format used for responses. When designing 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 good practice 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. Inform respondents of the survey end date

Encourage respondents to complete the survey as soon as possible but advise respondents as to 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 small pilot survey 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 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 you are unable to do this then take a break before checking again.

20. Remember to thank the respondent

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.

For more information please visit Survey Galaxy