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Employee Surveys – from once a year to a continuous process

Source | LinkedIn : By Vijay Bankar

You get ten employees in a room, and you get fifteen opinions. That might be the case, however, many companies use once a year employee surveys, mainly to help the management in its decision making to check the current situation in the organization. Then create a blueprint to improve the overall work climate in and across the organization both in range and depth. As stated by John H. McConnell, (2003) “Management’s primary objective for a survey is usually: To discover employee perceptions regarding satisfaction with conditions of employment.” 

Paper-Pencil Surveys was the most commonly used format for many years. Then we had Interactive Telephone Surveys – using touch-tone response. These days we see Email Surveys, Web-based Surveys, and even Mobile App used for the quick response. No doubt, that using survey is a pragmatic way to handle issues by taking decisions based on facts & data rather than gut feel. As rightly pointed out by Sharkey & Eccher (2011), when we base our decision on data we take the guesswork out of what really matters especially for creating positive business results. More so, when, an organization can successfully use employee surveys to create a better, more engaged workplace that leads to improved retention, recognition, and results. 

Over the years, we have seen developments in the field of technology, which has influenced the day-to-day life of employees and HR processes within organizations. The arrival of ‘People Analytics’ has brought different methods and processes, which are unconventional. However, we cannot avoid them if we really want to be competitive in the market. The main reason for their growing importance, as suggested by Josh Bersin is that “these Cloud-based HR systems leverage modern user experiences, rich employee profiles, and are made to support employees, not just HR.” In fact, the important factor that makes them more appealing to the employees is their ‘ease of use’. 

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