Web Mortgage Brokers

Posts Tagged ‘employer’

If not repaired it doesn’t take long for a building with one broken window to quickly turn in to a building with a lot of broken windows. Problems that are fixed when they are small will stop them from developing into larger problems.

When considering the level of employee satisfaction the same is true. Dissatisfaction spreads like wildfire and in a surprisingly short period of time you’ve got morale problems of the kind that are notoriously hard to fix.

To ensure that your employees are satisfied you need to appreciate any day to day problems that they may have and deal with them quickly. Keeping the initiative is really important and the secret is that it is better to give a little and often.

This turns out be a vicious circle. Fixing the problem when it’s small is also when it’s easiest and when it’s cheapest. If the management is reactive and waits until they are prompted by the employees they run the risk of having to implement urgent change from a weak position; if they are proactive they can operate form a position of strength and will also maintain the respect of the employees. Employees look for strong, confident management and having a proactive approach and taking time to understand the employees’ issues will gain the respect of the workforce.

Compare that with managers who are out of touch. If they are late in addressing problems they are always on the defensive, having to concede to demands they run the risk of losing credibility which in turn can lead to having to agree to less reasonable demands. It’s not big and it’s not clever.

The issue, then, is how to go about monitoring the morale of a company without a big budget and without much spare time?

An online employee survey would appear to offer the perfect solution. They are quick, easy to use and a low cost solution. Instead of weeks and months surveys can now be designed and published in hours and minutes, by harnessing the power of the internet invitations can be sent out instantly and free of charge using email, links on websites and postings on social networks; the results are collated in real-time and can be automatically displayed as charts.

A corporate intranet is the ideal delivery platform.

By linking through to an online survey website a company can regularly conduct surveys so they become part and parcel of the daily operations.

With an online survey’s ability to produce results in real-time the mood of the employees can rapidly be gauged and concerns highlighted both on a collective and individual level.

Companies can use survey results to expose problem areas and then use follow-up surveys to target exposed concerns. With good information managers are able to get to the root of specific problems and prepare a considered response.

A major advantage of regular surveys is that it allows a company to address small problems in a timely manner avoiding ‘the straw that broke the camels back’ syndrome where a relatively insignificant incident unleashes a torrent of pent up concerns.

When management show willingness to consult with the workforce it is appreciated by most employees, not viewed as a sign of weakness but an indicator of good decision making.

It’s unusual to find, but there it is – sometimes management problems can be solved with something that is quick, easy and won’t break the bank.

If not repaired it won’t take long for a building with one broken window to quickly turn in to a building with many broken windows. Fixing problems when they are small will prevent them from developing into larger problems.

When considering the level of employee satisfaction the same is true. Dissatisfaction can spread rapidly throughout an organization and before you know it you can have morale problems that can be hard to resolve.

Ensuring your employees are happy is mostly about being tuned into what their problems are and, importantly, dealing with them early on. Keeping the initiative is vital and it is nearly always better to give a little and often.

This turns out be just a vicious circle. Fixing problems when they are small is also when they are at their cheapest to fix. And taking the initiative without being prompted puts the manager in a position of strength, which also suits the employees. Employees like strong, confident management and the management will gain the respect of the workforce if they take time to understand the issues.

Compare that with those managers who are out of touch. They arrive late at a problem so they are on the defensive, and with their credibility eroded they have to concede to demands which in turn leads to further and less reasonable demands. It is not big and it is not clever.

How then can an organisation monitor the morale of the employees without a big budget and an abundance of spare time?

would appear to offer the perfect solution. They represent a quick, easy and low cost solution. Surveys can be written and deployed in seconds, using email, web links and social networks they cost nothing to disseminate and the results are collated and displayed in real time.

A corporate internet is the perfect delivery platform.

By linking through to an online survey website a company can regularly conduct surveys so they become part and parcel of the daily operations.

With the ability of an online survey to produce real-time results the mood of the workforce can instantly gauged, concerns highlighted both on a collective and individual level.

A company can use survey results to expose problem areas and then use follow-up surveys to target specific concerns. With good intelligence managers are able to identify specific problems and prepare a considered response.

A major advantage of regular surveys is that it allows a company to address small problems in a timely manner avoiding ‘the straw that broke the camels back’ syndrome where a relatively insignificant incident unleashes a torrent of pent up concerns.

When management show willingness to consult with the workforce it is appreciated by most employees, not viewed as a sign of weakness but an indicator of good decision making.

It’s unusual to find, but there it is – sometimes management problems can be solved with something that is quick, easy and won’t break the bank.

If not repaired it won’t take long for a building with one broken window to quickly turn in to a building with many broken windows. Addressing problems when they are small will prevent them from developing into more serious problems.

The same is true when considering the level of employee satisfaction. Dissatisfaction spreads like wildfire and in a surprisingly short period of time you’ve got morale problems of the kind that are notoriously hard to fix.

To ensure that your employees are satisfied you need to appreciate any day to day concerns that they may have and deal with them quickly. Keeping the initiative is really important and the secret is that it is better to give a little and often.

This turns out be a vicious circle. Fixing the problem when it’s small is also when it’s easiest and when it’s cheapest. And taking the initiative without being prompted puts the manager in a position of strength, which also suits the employees. Employees like strong, confident management and a proactive approach generates respect not least because someone has taken the time to understand some of the employees’ issues.

Compare that with those managers who are out of touch. They arrive late at a problem so they are on the defensive, and with their credibility eroded they have to concede to demands which in turn leads to further and less reasonable demands. It is neither big nor clever.

How then can an organisation monitor the morale of the employees without a big budget and an abundance of spare time?

Online surveys would appear to tick all the boxes. They represent a quick, easy and low cost solution. Instead of weeks and months surveys can now be designed and published in hours and minutes, by harnessing the power of the internet invitations can be sent out instantly and free of charge using email, links on websites and postings on social networks; the results are collated in real-time and can be automatically displayed as charts.

A corporate intranet is the perfect delivery platform.

By linking through to an online survey website a company can regularly conduct surveys so they become part and parcel of the daily operations.

With the real-time results that are a by product of online surveys the mood of the employees can be accurately gauged and individual and collective concerns highlighted.

Organisations can use survey results to highlight problem areas and then use follow-up surveys to target specific concerns. With good information managers are able to identify specific problems and prepare a considered response.

A major advantage of regular surveys is that it allows a company to address small problems in a timely manner avoiding ‘the straw that broke the camels back’ syndrome where a relatively insignificant incident unleashes a torrent of pent up concerns.

And don’t forget that the majority of employees appreciate being consulted so asking their opinion is not a sign of weakness but an indicator of good decision making.

Once in a blue moon a manager’s problem can be solved with something that is quick, easy and won’t break the bank; that looks like a blue moon.

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 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.

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 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 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 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 the most common problems to achieving productivity, none of which are likely to be resolved by increasing salaries or reducing hours:-

• Insufficient 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 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.

It is all about communication

It is in the interests of all organizations to establish good communications. 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 only takes one small problem and one disgruntled 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.

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 be a positive step, but their purpose is generally to inform and not discuss 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 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.

If small problems are left unresolved they can lead to a relatively minor problem breaking the camel’s back and management faced with a workforce whose mood has changed from positive to negative over night.

Quick and easy

For the majority of organizations online surveys represent a proactive, effective and low cost solution. They are quick to design and for the majority of companies, where most of the personnel have desktop computers, they are also 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.

Inform and educate

An often overlooked benefit of online surveys is that they can be used to educate and pass on important information to the workforce, ensuring that the ‘message’ does not become corrupted as it is handed down by the phenomenon of Chinese whispers.

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 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 it could solve an unappreciated issue that may, if left unchecked, result in other key personnel also leaving.

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 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

If a building’s broken window is not repaired promptly it doesn’t take long for many of the building’s other windows to be broken. Resolving problems when they are small will prevent them from developing into serious problems.

The same is true when considering the level of employee satisfaction. Dissatisfaction can spread like wildfire and in the blink of an eye you can have the type of morale problems that are notoriously hard to resolve.

Ensuring your employees are happy is mostly about being tuned into what their problems are and, importantly, dealing with them early on. Keeping the initiative is really important and the secret is that it is better to give a little and often.

This turns out be a vicious circle. Fixing problems when they are small is also when they are at their cheapest to fix. The majority of employees would prefer their managers to act without being prompted and by doing so they prevent the situation where they have to address employees’ concern while on the back foot. Employees like strong, confident management and a proactive approach generates respect not least because someone has taken the time to understand some of the employees’ issues.

Compare that with managers who are out of touch. Arriving late to a problem they are on the defensive, their credibility at risk as they may have to concede to demands which can lead to further and less reasonable demands. It is not big and it is not clever.

How then can organizations monitor the morale of the employees without a big budget and an abundance of spare time?

would appear to offer the perfect solution. They offer a quick, easy and cost effective solution. Instead of weeks and months surveys can now be designed and published in hours and minutes, by harnessing the power of the internet invitations can be sent out instantly and free of charge using email, links on websites and postings on social networks; the results are collated in real-time and can be automatically displayed as charts.

The ideal delivery mechanism is the corporate intranet.

By linking through to an online survey website a company can regularly conduct surveys so they become part and parcel of the daily operations.

With the ability of online surveys to produce real-time results the mood of the workforce can instantly gauged and collective and individual concerns highlighted.

A company can use survey results to expose problem areas and then use follow-up surveys to target specific concerns. With good information managers are able to get to the root of specific problems and prepare a considered response.

A major advantage of regular surveys is that it allows a company to address small problems in a timely manner avoiding ‘the straw that broke the camels back’ syndrome where a relatively insignificant incident unleashes a torrent of pent up concerns.

It should not be forgotten that most employees appreciate being consulted and asking their opinion is not seen as a sign of weakness but an indicator of good decision making.

Every now and then management problems can be solved with something that is quick, easy and won’t break the bank; enjoy.

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 a company having a highly motivated workforce can be considerable and 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.

With the intelligence gathering process being automated and the survey results being made available in a format that can be readily analyzed online surveys provide employers with a cost effective and efficient method to help towards the goals of staff satisfaction and high productivity.

Dissatisfied & unproductive

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.

Not just about the 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:-

• Insufficient 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 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 business, may be more flexible working hours.

Good communications is what it is about

It is in any company’s interest to establish good communications. 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 only takes one small problem and one disgruntled 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.

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 be a positive step, but their primary function is to inform, not to discuss employee issues.

Keeping the initiative

An employee satisfaction survey run on a regular basis can 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.

If small problems are left unresolved the employees mood can change from positive to negative over night should a minor problem breaks the camel’s back.

It is easy and quick

For most companies online surveys represent a proactive and low cost solution. For the majority of organizations where most of the personnel have desktop computers, online surveys are quick to design and 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

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 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 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. 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 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

For a sample Employee Exit survey:- Employee Exit Survey

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. 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 the majority of the intelligence gathering process and having the findings in a format that can be easily analysed online surveys provide employers with an efficient and cost effective method to help towards establishing a pleasant working environment, where employee satisfaction and productivity is high.

Dissatisfied & unproductive

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 these issues head on, making it all about salary and hours, will often find themselves dealing with the symptoms and not the root cause.

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:-

• Insufficient 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 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.

Good communications

It is in the interests of all companies to encourage good 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 only takes one small problem and one disgruntled 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.

Having 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.

Keeping the initiative

An employee satisfaction survey run on a regular basis can 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 the employer is able to keep the initiative and tackle problems from a position of strength as opposed to waiting for problems to manifest and then possibly develop out of proportion.

If small problems are left unresolved the employees mood can change from positive to negative over night should a minor problem breaks the camel’s back.

Easy and quick

For the majority of companies online surveys represent a proactive and low cost solution. For the majority of organizations where most of the personnel have desktop computers, they are quick to design and 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 productivity and motivation from a workforce that feels that they are treated as individuals and not a commodity item.

Educate and inform

An often overlooked benefit of online surveys is that they can be used to educate and pass on important information to the workforce, ensuring that the ‘message’ does not become corrupted as it is handed down by the phenomenon of Chinese whispers.

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 turn a 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, having identified a problem it can then be addressed and that may be enough to prevent other key personnel from leaving.

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 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

For a sample Employee Exit survey:- Employee Exit Survey

In a competitive world with the need for businesses to be more productive and streamlined an organization can often find itself with a workforce working under pressure suffering from low moral and experiencing 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.

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.

By automating the majority of the intelligence gathering process and having the findings in a format that can be easily analysed online surveys provide employers with an efficient and cost effective method to help towards establishing a pleasant working environment, where employee 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. 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 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

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 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.

Establishing good communications

It is in the interests of all organisations to encourage good communications. Without good communication between personnel and management, or where management wait until problems are raised, management may assume that they have a content workforce when in actual fact the opposite is true. 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 be a positive step, but their primary purpose is to inform and not discuss issues.

Keeping the initiative

An employee satisfaction survey run on a regular basis can 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 the employer is able to keep the initiative and tackle problems from a position of strength as opposed to waiting for problems to manifest and then possibly develop out of proportion.

If small problems are left unresolved the employees mood can change from positive to negative over night when a minor problem breaks the camel’s back.

It’s easy and quick

For the majority of organizations online surveys represent a proactive, effective 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.

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 productivity and motivation 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 to the employees and get valuable 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 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. 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 very easily and then brought to the attention of senior management who will then 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 create a survey using Survey Galaxy

Designing surveys is easy; or 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?

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. Title the survey

The survey title is a golden opportunity to instantly summarise a survey’s objective and encourage respondents to participate. Respondents are going to invest time in completing the survey so make them feel that their investment is worthwhile.

3. The length of the survey needs to be as short as possible

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, maintain consistency, avoid jargon and acronyms and don’t ask questions that may result in ambiguous answers

Care must be taken in wording a question. If a question is not clear then there is every chance that respondents may interpret the question differently to that intended by the publisher making any analysis of the data meaningless or at the very least misleading.

5. Avoid having long questions

Try to use succinct 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 football and athletics?’

7. Don’t 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 chosen answer format allows the respondent to answer the question being asked

Allow the respondent to 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 compiled data is going be analysed when the survey is complete

Appreciate that questions that allow for a free text open ended response, such as when asking the respondent for their comments, is likely to be difficult to score and/or summarised. Consider how the answers could be grouped. For example “Indicate your length of service?” – ‘less than 1 year’, ‘between 1 and 5 years’ and ‘more than 5′.

10. Try and 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

In some cases you will want to target a specific group, in others a cross section. If you can’t easily control the respondents consider including questions/answers that will allow you to filter out respondents that don’t match your target profile.

12. Allow respondents to expand on their answers and/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. Keep in mind though that 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 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 identifying 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 specific complaints or match “pre” or “post” surveys. There are advantages to allowing respondents to remain anonymous for example it would allow respondents to respond without possible peer pressure.

15. Carefully consider what the best response format will be

Maintaining a consistency in the format used for responses is good practice. When creating your survey keep in mind that when analyzing the data single selection radio buttons are easier to analyze than multiple selection check boxes. Do not use a check box if a radio response would do.

16. Advise the respondent as to the approximate time it will take to complete the survey

Respondent drop out can increase 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 determine 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 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 check again that the survey is grammatically correct and makes sense. If possible ask a colleague to check the survey before you publish, if you are unable to do this then take a break before checking again.

20. Thank your respondents

To complete surveys respondents need to invest 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 consider incentives such as a prize draw or reward.

For further information please visit Survey Galaxy

How to create a survey using Survey Galaxy

Writing surveys is easy; isn’t it? The reality is that writing surveys is easy but writing effective surveys is more difficult. The following are twenty tips that if followed will help you write more effective surveys.

1. What is the purpose of the survey?

There are many reasons for conducting surveys. 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 the survey’s purpose.

2. Give the survey a good title

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 you need to encourage them that their investment will be worthwhile.

3. The length of the survey needs to be as short as possible

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 ensure that the questions you ask will not result in ambiguous answers

Take care when 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

Use short sentences wherever possible. Long questions 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 golf and football?’

7. Don’t influence the answer

Avoid loading the question. ‘Should irresponsible shop keepers who sell alcohol to minors be prosecuted?’ is likely to have no value.

8. Ensure 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 “Can’t say”, “Don’t know” or similar response option.

9. While you are compiling the survey consider, when the survey is complete, how the compiled data is going be analysed

Appreciate that questions that allow for a free text open ended response, such as when asking the respondent for their comments, 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 1 year’, ‘between 1 and 6 years’ and ‘more than 6′.

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

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. 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 that for large sample collections free text open ended responses may prove difficult to analyze.

13. If the survey you are conducting is to be confidential ensure that your pledge is upheld

If you have assured respondents that the survey is to be confidential you need to ensure that the collated data is not shared with anyone or used for any other purpose. Confidentiality must be maintained at all times and any contact information destroyed 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. Give careful consideration to 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. Do not use a check box if a radio response would do.

16. Give the respondent an estimate as to how much time the survey will take

Respondent drop out can increase if there is no end in sight to the survey 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. 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 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 more than once that the survey is grammatically correct and makes sense. If possible 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 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 incentives such as entry into a prize draw or a reward.

For further information please visit Survey Galaxy