I am working in a Pharmaceutical Company.
We are planning to conduct a 'Climate Survey' in our org. to the measure the employee satisfaction level in the company.
The objective is to get to the root cause of increase in manpower turnover.
can anybody provide me with any similar survey they might have conducted in their company.
Thanks,
Mayura
From India, Mumbai
We are planning to conduct a 'Climate Survey' in our org. to the measure the employee satisfaction level in the company.
The objective is to get to the root cause of increase in manpower turnover.
can anybody provide me with any similar survey they might have conducted in their company.
Thanks,
Mayura
From India, Mumbai
Hi Mayura,
************************************************** *****
Successful organizations all have key characteristic in common - they work together to address problems and create a positive work environment. An employee climate survey enables a successful organization to operate more efficiently through the use of worker input and satisfaction ratings.
What are employee climate surveys?
Employee climate surveys are studies of employees' perceptions and perspectives of an organization. The surveys address attitudes and concerns that help the organization work with employees to instill positive changes.
Why would an organization want an employee climate survey done?
Employee climate surveys increase productivity. This is necessary during periods of decreased productivity, for organizations with a limited budget, or generally anytime management believes organizational output can and should be improved. Furthermore, if there is a specific reason for low productivity, such as high staff turnover or poor communication, an employee climate survey can help identify possible solutions to these problems.
Employee climate surveys are valuable tools when there is a change in the status quo. These changes include a reorganization of the company, an introduction of a new product or service, company relocation, a change in policies, or a period of rapid growth. In these situations, organizations must learn to work and communicate with employees to insure that the results of these changes will be positive. Climate surveys give employees a voice to assist in making these transitions as smooth as possible.
Additionally, climate surveys can set benchmarks for future surveys, which will allow more in-depth and time series analysis.
How does an employee climate survey work to increase an organization's bottom line?
Through these surveys, organizations can become more productive, plus serve as a basis for quality improvements. By identifying areas of inefficiency and acting on performance barriers identified by employees of all levels, an organization gains a fresh and different perspective. Survey analysis identifies areas of employee satisfaction and dissatisfaction to facilitate management in the creation of greater workplace harmony and, therefore, increased productivity. Conclusions are drawn from the data, and recommendations are made to the management team.
Furthermore, when an employee climate survey is conducted in conjunction with a customer satisfaction survey, disjoints between employee viewpoints and customer viewpoints can be identified.
Specifically, what aspects does an employee climate survey study?
Although each employee climate study is tailored to meet the needs of an individual organization, in general, they are aimed at all aspects of the employees' jobs. The study analyzes everything from an employee's workload to their relationships with coworkers and superiors to their salary to company policies and anything in between. Studies can range from focused (targeting specific problem areas) to general (overall employee input).
Why shouldn't an organization conduct their own employee climate survey?
External employee climate surveys have several benefits over internal surveys. First, employees will be more candid and open when approached by someone without direct ties to the organization itself. The trepidation of expressing thoughts regarding superiors and coworkers is removed by dealing with an experienced third party. Additionally, employees tend to provide more honest responses and opinions.
Second, personal interests will not create bias within the survey and analysis. An inter-organization study may focus on the problems that management perceives. The survey may start with the outcome already assumed and, therefore, be biased toward this outcome.
Third, the employee climate survey can cover the entire spectrum of workers, from part-time workers to the CEO. Since the research is done from an outside perspective, there is no limit to the achievable level of inquiry.
You can kindly go through the following link, hope it is useful.
<link outdated-removed>
Regards
Julie
From India, Hyderabad
9************************************************** *****
Successful organizations all have key characteristic in common - they work together to address problems and create a positive work environment. An employee climate survey enables a successful organization to operate more efficiently through the use of worker input and satisfaction ratings.
What are employee climate surveys?
Employee climate surveys are studies of employees' perceptions and perspectives of an organization. The surveys address attitudes and concerns that help the organization work with employees to instill positive changes.
Why would an organization want an employee climate survey done?
Employee climate surveys increase productivity. This is necessary during periods of decreased productivity, for organizations with a limited budget, or generally anytime management believes organizational output can and should be improved. Furthermore, if there is a specific reason for low productivity, such as high staff turnover or poor communication, an employee climate survey can help identify possible solutions to these problems.
Employee climate surveys are valuable tools when there is a change in the status quo. These changes include a reorganization of the company, an introduction of a new product or service, company relocation, a change in policies, or a period of rapid growth. In these situations, organizations must learn to work and communicate with employees to insure that the results of these changes will be positive. Climate surveys give employees a voice to assist in making these transitions as smooth as possible.
Additionally, climate surveys can set benchmarks for future surveys, which will allow more in-depth and time series analysis.
How does an employee climate survey work to increase an organization's bottom line?
Through these surveys, organizations can become more productive, plus serve as a basis for quality improvements. By identifying areas of inefficiency and acting on performance barriers identified by employees of all levels, an organization gains a fresh and different perspective. Survey analysis identifies areas of employee satisfaction and dissatisfaction to facilitate management in the creation of greater workplace harmony and, therefore, increased productivity. Conclusions are drawn from the data, and recommendations are made to the management team.
Furthermore, when an employee climate survey is conducted in conjunction with a customer satisfaction survey, disjoints between employee viewpoints and customer viewpoints can be identified.
Specifically, what aspects does an employee climate survey study?
Although each employee climate study is tailored to meet the needs of an individual organization, in general, they are aimed at all aspects of the employees' jobs. The study analyzes everything from an employee's workload to their relationships with coworkers and superiors to their salary to company policies and anything in between. Studies can range from focused (targeting specific problem areas) to general (overall employee input).
Why shouldn't an organization conduct their own employee climate survey?
External employee climate surveys have several benefits over internal surveys. First, employees will be more candid and open when approached by someone without direct ties to the organization itself. The trepidation of expressing thoughts regarding superiors and coworkers is removed by dealing with an experienced third party. Additionally, employees tend to provide more honest responses and opinions.
Second, personal interests will not create bias within the survey and analysis. An inter-organization study may focus on the problems that management perceives. The survey may start with the outcome already assumed and, therefore, be biased toward this outcome.
Third, the employee climate survey can cover the entire spectrum of workers, from part-time workers to the CEO. Since the research is done from an outside perspective, there is no limit to the achievable level of inquiry.
You can kindly go through the following link, hope it is useful.
<link outdated-removed>
Regards
Julie
From India, Hyderabad
I read the following article it helped me to design a questionnaire for my organisation. Hope it will give you some insight
The value to the employer of employees participating in surveys cannot be overstated. The primary objective of the survey process is to gather information the employer can use to develop programs and coach management to improve employee retention through improved practices and enhancement of the work environment. In recognition of these goals, an employer must commit the resources to encourage employee participation in general climate, or specific-purpose surveys. Many companies spend thousands of dollars to reward employees for taking the time to complete surveys. The return on investment is notable. Danbury (CT) Health Systems (DHS) reports that in 1999 half of new employee’s left in the first year of employment. Moreover, each lost employee cost the hospital system an average of $85,050 in replacement employee, recruitment, orientation, and training costs.
Once committed to gathering employee opinions, an organization must assign accountability, select quality survey tools, and then encourage employee’s involvement. Procedures may need to be introduced or changed to enhance participation. For example, an employer should channel employees to locations where surveys can be easily completed to quickly drive up participation levels. However, leadership of changes in organization practices requires a program coordinator, specific policies and/or procedures, and collaboration between multiple-employer departments. Again, commitment to attracting employee’s participation is essential to recognize the financial and retention benefits the survey report information will render. Publicity is key. Announce the survey is coming, reward participation with contests, and publicize contest winners and survey results. Ultimately, publicizing new programs that emanated from employee-provided data will demonstrate to employees that survey participation can make a difference.
Start with assigning a Retention Programs Coordinator (RPC). For most organizations, this will be a collateral responsibility for a human resources (HR) staff member. The Retention Programs Coordinator will perform such assignments as:
• Creating announcements, promotional contests, prizes, and publicity
• Ensuring employees have opportunities to complete surveys
• Creating reward programs for manager survey participation and employee retention
• Acting as the system expert for computer programs supporting retention surveys
• Working with others to redesign existing programs such as orientation to create stronger relationships and enhance loyalty to the organization
• Making recommendations to management on new programs and processes
•
Select the right employee survey
There are valid questions to be answered.
What do we want to learn from the survey?
The most common goals are to gather employee opinions related to the attractiveness of the work environment. This general objective will fall well short of what the employer can gain from surveys. Remember, research shows that new employee’s loyalty stems from issues that vary significantly from longer-tenured staff members (See Hardwiring Employee Retention, “On Boarding”, Advisory Board Company 2000). Seek surveys that will provide data associated to various stages of the employee work-life cycle, such as new hire, existing employee and exit interview surveys. Be sure the surveys are well researched and focus on relevant issues. Beware of survey partners offering surveys where you select the questions, or reports fail to provide results by individual managers and/or organization segments, oftentimes these are not well-researched survey specialists.
How will we employees complete the survey?
Be sure the survey can be completed electronically, ideally on the internet; this will cut costs and allow flexibility. But few companies have the luxury of having all employees on line. Your survey should also be available telephonically and on paper to fit all job types
How and when will we get survey results?
It is amazing that many employers still wait weeks or months to get employee feedback from surveys. In the modern internet world, results should be real-time, available in a secure environment, continually updating, and accessible immediately as the employee’s responses are received.
Increasing participation in retention surveys
Attaining participation of employees is a challenge for employers. However, the strategies of process optimization, announcing upcoming surveys, rewarding participation, publicizing rewards and contest winners, and following through with communication of survey results and resultant workplace changes, will ultimately positively affect employee participation.
Process focus is essential.
Give HR opportunities to implement new retention-related policies and procedures, such as issuing numerous publicity approaches including poster boards, emails and announcements. For exit interviews, allow HR to cancel any employee direct deposits of final paychecks. Then require employees to complete out processing through HR, resulting in the chance to ask the employee to sit at a computer and complete an on-line survey. If applicable, paper or telephone survey procedures can be explained. At this point, HR can also communicate about and provide the employee any rewards or drawing opportunities in appreciation for participation. Some organizations elect not to use on-line survey processes, and HR can use the out processing opportunity to review the importance of the survey as a means for improving the work environment for themselves, friends and coworkers.
Interview the employee to gain information beyond the survey process.
Many organizations have discontinued the personal interview. Quality survey services will provide employees the opportunity to provide comments to open-ended questions during the survey process. Other organizations continue to interview to have the benefit of evaluating the employee's verbal and non-verbal feedback, as well as to be able to ask clarifying questions.
The final ingredient to a successful employee retention program derived from survey data rests with the organization’s leadership in partnership with the HR Leader and PRC. Survey reports and associated data gives an organization the information needed to impact retention. Executives are aware that if you survey employees and ask what they need for a better workplace you set an expectation that leadership will respond to survey results with new programs and improve the management team and work environment resulting in fewer employees considering alternative employment. It is imperative that survey results be shared with current employees and plans for environmental improvements be publicized. This tells employees that their opinions count and that leadership is listening and responsive. The PRC may have the opportunity in concert with the HR leader to champion this effort.
The value to the employer of employees participating in surveys cannot be overstated. The primary objective of the survey process is to gather information the employer can use to develop programs and coach management to improve employee retention through improved practices and enhancement of the work environment. In recognition of these goals, an employer must commit the resources to encourage employee participation in general climate, or specific-purpose surveys. Many companies spend thousands of dollars to reward employees for taking the time to complete surveys. The return on investment is notable. Danbury (CT) Health Systems (DHS) reports that in 1999 half of new employee’s left in the first year of employment. Moreover, each lost employee cost the hospital system an average of $85,050 in replacement employee, recruitment, orientation, and training costs.
Once committed to gathering employee opinions, an organization must assign accountability, select quality survey tools, and then encourage employee’s involvement. Procedures may need to be introduced or changed to enhance participation. For example, an employer should channel employees to locations where surveys can be easily completed to quickly drive up participation levels. However, leadership of changes in organization practices requires a program coordinator, specific policies and/or procedures, and collaboration between multiple-employer departments. Again, commitment to attracting employee’s participation is essential to recognize the financial and retention benefits the survey report information will render. Publicity is key. Announce the survey is coming, reward participation with contests, and publicize contest winners and survey results. Ultimately, publicizing new programs that emanated from employee-provided data will demonstrate to employees that survey participation can make a difference.
Start with assigning a Retention Programs Coordinator (RPC). For most organizations, this will be a collateral responsibility for a human resources (HR) staff member. The Retention Programs Coordinator will perform such assignments as:
• Creating announcements, promotional contests, prizes, and publicity
• Ensuring employees have opportunities to complete surveys
• Creating reward programs for manager survey participation and employee retention
• Acting as the system expert for computer programs supporting retention surveys
• Working with others to redesign existing programs such as orientation to create stronger relationships and enhance loyalty to the organization
• Making recommendations to management on new programs and processes
•
Select the right employee survey
There are valid questions to be answered.
What do we want to learn from the survey?
The most common goals are to gather employee opinions related to the attractiveness of the work environment. This general objective will fall well short of what the employer can gain from surveys. Remember, research shows that new employee’s loyalty stems from issues that vary significantly from longer-tenured staff members (See Hardwiring Employee Retention, “On Boarding”, Advisory Board Company 2000). Seek surveys that will provide data associated to various stages of the employee work-life cycle, such as new hire, existing employee and exit interview surveys. Be sure the surveys are well researched and focus on relevant issues. Beware of survey partners offering surveys where you select the questions, or reports fail to provide results by individual managers and/or organization segments, oftentimes these are not well-researched survey specialists.
How will we employees complete the survey?
Be sure the survey can be completed electronically, ideally on the internet; this will cut costs and allow flexibility. But few companies have the luxury of having all employees on line. Your survey should also be available telephonically and on paper to fit all job types
How and when will we get survey results?
It is amazing that many employers still wait weeks or months to get employee feedback from surveys. In the modern internet world, results should be real-time, available in a secure environment, continually updating, and accessible immediately as the employee’s responses are received.
Increasing participation in retention surveys
Attaining participation of employees is a challenge for employers. However, the strategies of process optimization, announcing upcoming surveys, rewarding participation, publicizing rewards and contest winners, and following through with communication of survey results and resultant workplace changes, will ultimately positively affect employee participation.
Process focus is essential.
Give HR opportunities to implement new retention-related policies and procedures, such as issuing numerous publicity approaches including poster boards, emails and announcements. For exit interviews, allow HR to cancel any employee direct deposits of final paychecks. Then require employees to complete out processing through HR, resulting in the chance to ask the employee to sit at a computer and complete an on-line survey. If applicable, paper or telephone survey procedures can be explained. At this point, HR can also communicate about and provide the employee any rewards or drawing opportunities in appreciation for participation. Some organizations elect not to use on-line survey processes, and HR can use the out processing opportunity to review the importance of the survey as a means for improving the work environment for themselves, friends and coworkers.
Interview the employee to gain information beyond the survey process.
Many organizations have discontinued the personal interview. Quality survey services will provide employees the opportunity to provide comments to open-ended questions during the survey process. Other organizations continue to interview to have the benefit of evaluating the employee's verbal and non-verbal feedback, as well as to be able to ask clarifying questions.
The final ingredient to a successful employee retention program derived from survey data rests with the organization’s leadership in partnership with the HR Leader and PRC. Survey reports and associated data gives an organization the information needed to impact retention. Executives are aware that if you survey employees and ask what they need for a better workplace you set an expectation that leadership will respond to survey results with new programs and improve the management team and work environment resulting in fewer employees considering alternative employment. It is imperative that survey results be shared with current employees and plans for environmental improvements be publicized. This tells employees that their opinions count and that leadership is listening and responsive. The PRC may have the opportunity in concert with the HR leader to champion this effort.
Hello Mayura,
You can find some free sample climate surveys in Google and the other search engines if you type in:
"climate survey" example
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
You can find some free sample climate surveys in Google and the other search engines if you type in:
"climate survey" example
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
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