That new guy that started last week, who no one bothered
to introduce, has been given a job that he has no idea how
to do; why didn't they just ask me? I could have told them
that a new set of drawings have been issued so even if he
did know what he was doing the drawings he is using are obsolete
anyway. Sometimes I don't know why I bother turning up.
I went for a drink with some of the guys last night after
work. No one is happy and Sally from Accounts says that she
has just about had enough and is thinking of asking for a
rise and if they don't give it to her she is going to quit.
The management here just don't have a clue, we are haemorrhaging
money through our inefficiencies and they think that sending
out memo's telling us that they are introducing new procedures
for claiming expenses is going to make a difference –
whoopee do.
I think I'll ask for a pay rise, if Sally from Accounts
can get one I can.
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And so it goes on.
These are the sort of thoughts that start to play on
the minds of individuals when a company loses touch
with their employees; the broken chair, the lack of
appreciation, the blaming of 'management', even questioning
the futility of what they are doing. Minor problems
fester and a cynical and destructive mindset develops.
Can you be sure that it isn't going on right now in
your organisation?
Social events outside
the office become nothing more than a forum for complaints
and negativity grows among people who feel powerless
to effect change. Dissatisfaction will often synthesise
into a demand for an increase in remuneration, as though
like a cheap fix more money will momentarily lessen
the pain.
Left by management, undiscovered
and unaware, the concern's of this employee will inevitable
find solace with their colleagues own individual concerns,
where the only common demand will be for an increase
in remuneration, more paid holidays and a reduction
in working hours, all of which will not fix the broken
chair, ensure that new personnel are in future properly
introduced, trained and managed nor help management
identify areas of inefficiency.
Organisations have a
habit of compartmentalising people, either physically
through offices, cubicles and workstations but also
in terms of responsibility. With effective and strong
management to support this structure it can be productive,
but as an organisation grows, and weak or inappropriate
management infiltrates the management chain, it is inevitable
that cracks will begin to appear.
From the top down all
can appear rosy in the corporate garden as the weak
and inappropriate manager reports that all is well in
the engine room, oblivious to the fact that their coal
stocks might be dwindling.
Experience shows us that
relying on a limited number of indicators gives a skewed
perspective just like a person with only one eye has
difficulty judging distance. Good management will therefore
establish procedures that sample the mood throughout
the organisation from different perspectives providing
a rounded picture.
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Staff
Climate Surveys - What Are They?
Successful companies have seen the value of
creating a work environment (or climate) that
is enjoyable, and motivates staff to be committed
and effective performers. There are key aspects
of an organisation's work climate that, if
positive, can help retain staff, increase
profits, and enhance job satisfaction. A Climate
Survey examines staff opinions about the quality
of their work climate and can be used to make
workplace improvements.
The following
is a brief description of the aspects that
are typically measured by a staff climate
survey:
- Role-Clarity:
Staff clearly understand their duties
and their role within the organisation.
- Staff/Management
Relations:
Staff relationships with management are
based on trust, cooperation, open communication,
and staff believe management is effective.
- Respect:
Staff value and feel values by their co-workers
and the organisation.
- Communication:
Important information is communicated
effectively, and staff believe they have
a voice in the organisation.
- Performance/Reward
Systems:
Staff performance is fairly evaluated,
and they are adequately rewarded for their
contributions.
- Career
Development:
Staff are provided with adequate training/development
opportunities to improve their professional
skills.
- Decision-Making/Coordination:
Decision-making,
delegation, and coordination are effective.
Source:
Pure Survey
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The benefits of establishing good, frequent and extensive
communication channels are both direct and indirect.
A senior management team that is known to have their ear
to the ground will command great respect and will keep middle
managers from becoming complacent knowing that they can no
longer dismiss the senior managers searching "How is
everything going?" question with a glib "Fine";
In my book if someone says "fine" you have to ask
if they really know what is going on.
Most principals of organisation will not have the luxury
of spending time walking the floor and discussing the issues
of individuals but through online surveys they can achieve
the same benefits.
Online surveys are the perfect mechanism for establishing
effective employer/employee communications. Using a survey
hosting service they can now be created and published with
ease and speed.
Using the internet and intranet surveys can be deployed in
seconds, easily completed by employees and results can be
displayed in real time allowing 'problems' and common themes
of dissatisfaction to be identified early.
Online staff satisfaction surveys have the ability to
get to the heart of an organisation, confirm not only that
the engine room is working but that there is sufficient coal
in the bunker.
The benefits that online surveys bring are considerable,
not only are the real issues identified, but employees feel
that their voices are being heard and that their views, right
or wrong, have a forum.
Online surveys won't in themselves resolve a problem but
they will give senior management the opportunity to address
the problems and concerns of their employees, at least if
people then leave the organisation they will be doing it for
the right and not wrong reasons.
The grass will always appear greener on the other side but
the underlying reasons for good people leaving an organisation
are rarely purely monetary (although it is often cited as
the reason) and more often to do with one or more of the following:-
- the workplace environment;
- a lack of fulfilment;
- limited training and feedback;
- lack of career growth;
- over work;
- lack of trust and respect with their senior managers.
A well planned employer/employee communications programme
that can identify the individual and common concerns of employees
will give senior management the opportunity to address root
problems and not just the symptoms of employee dissatisfaction,
allowing them to demonstrate to their employees that they
are not viewed simply as interchangeable parts that can be
used for any job at hand.
Article Credits
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an Australian-built staff survey tool: |
PeoplePulse is an Australian-built online survey tool that
is currently used by over 200 Australian and New Zealand based
organisations of all sizes to conduct online staff surveys.
The tool can be used by HR to conduct cost effective staff
climate surveys, exit surveys, training needs analysis surveys,
staff 'pulse' surveys, and 'new starter' feedback surveys
... to name a few popular uses.
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complete the form below to arrange your FREE custom-branded
staff survey software demonstration and a PeoplePulse
pricing and information sheet.
Upon
completing the form below, a PeoplePulse representative
will contact you to discuss your needs and current situation.
From there we will set up your demo and arrange a suitable
time to show the system to you:
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We will not divulge email addresses or any other details you
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Article
wWritten by Martin Day
Source: Article Source: http://EzineArticles.com/?expert=Martin_Day
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