1.08k likes | 1.18k Vues
Employee surveys. Maligned, misused, & missed opportunities. Hello… My name is Dr Neal Knight-Turvey…. I’m the research director for one of Australasia’s leading survey companies…. I’ve been doing surveys for a long time now….
E N D
Employee surveys Maligned, misused, & missed opportunities
Hello… My name is Dr Neal Knight-Turvey…
I’m the research director for one of Australasia’s leading survey companies…
…and I’d like to share a couple of ideas as to why surveys are often maligned and misused
…2 things that really stand out as key ingredients to successful surveys.
senior management‘buy-in’ • surveys that‘fail to deliver’
Question 1. employee survey Do you currently run an in your organisation?
70%-80% of Typically, around our audience members say ‘yes’.
Question 2. employee survey Are you satisfied with your methods and returns?
20%-30% of Typically, around our audience members say ‘yes’.
people are our most important asset.
people are the interface between our organisation and our customers.
people contribute the most to our customer satisfaction.
people contribute the most to our bottom line.
people contribute the most to our success.
without people our organisation is nothing.
Here’s a really important person… right? But is she motivated?
Here’s a really important person… right? But is she happy?
Here’s a really important person… right? But is she about to leave?
Senior management buy-in. Surveys that fail to ‘deliver’. (Lots of other things too, but let’s stick to these tonight)
what my people think.” “I don’t care
what my people think.” “I already know
“I already know what motivates my people…”
Money and other extrinsic ‘motivators’ allow managers to abdicate responsibility for managing people better… …and yet, so many things that actually engage people are within a manager’s control.
What really motivates and engages people at work? PSYCH/OB 101
Lot’s of things engage people in the workplace… a survey merely helps understand what those things are.
Don’t forget, there are many psychological barriers to management buy-in
What gets rewarded, gets managed. Information overload. Survey knowledge and skills. Survey data can change power dynamics. “Replacing warriors with accountants.”