Hi Team, Anyone has one on one questionnaire to understand employees better.. Can anyone share the questionnaire. Regards.
From India, Pune
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From India, Pune
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Dear Dhanashree,
You could have mentioned the reason for having a one-on-one with HR. Is it because of the:
a) "Stay Interview" by HR
b) employee has raised some grievance
c) there is some dispute amongst the staff members of the same department
d) inter-departmental rivalry
e) exit interview by HR (because the employee wanted to separate from the company)
f) under-performance of some employee
g) some employee has done something exceptional
h) career progression, promotion, etc.
i) complaint by the employee for under-rating in the performance appraisal
j) employee has resigned but HR wanted the employee to continue (please note, this is different from (a) above)
k) employee has committed misconduct or there is an issue of indiscipline
l) employee involved in gossiping, office romance, etc.
m) persuading the employee to take up some secondary duties
n) abrasive behavior with the subordinates by the HOD or the Manager
o) workplace toxicity
p) still something else
In each case, the context for the one-on-one with HR will be different. Secondly, though the reason could be anything from above, the issues will differ from one industry to another and one company to another. Lastly, one-on-one with HR will depend on the type of organization's culture also.
There is no one-size-fits-all questionnaire for a one-on-one with HR. The questions will differ in each case.
Lastly, the method of asking questions will also differ. It depends on the communication skills of the HR as well as the employee who will sit in front of HR. Other factors like expressiveness, command over vocabulary, ability to give examples also matter.
Thanks,
Dinesh Divekar
From India, Bangalore
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8032You could have mentioned the reason for having a one-on-one with HR. Is it because of the:
a) "Stay Interview" by HR
b) employee has raised some grievance
c) there is some dispute amongst the staff members of the same department
d) inter-departmental rivalry
e) exit interview by HR (because the employee wanted to separate from the company)
f) under-performance of some employee
g) some employee has done something exceptional
h) career progression, promotion, etc.
i) complaint by the employee for under-rating in the performance appraisal
j) employee has resigned but HR wanted the employee to continue (please note, this is different from (a) above)
k) employee has committed misconduct or there is an issue of indiscipline
l) employee involved in gossiping, office romance, etc.
m) persuading the employee to take up some secondary duties
n) abrasive behavior with the subordinates by the HOD or the Manager
o) workplace toxicity
p) still something else
In each case, the context for the one-on-one with HR will be different. Secondly, though the reason could be anything from above, the issues will differ from one industry to another and one company to another. Lastly, one-on-one with HR will depend on the type of organization's culture also.
There is no one-size-fits-all questionnaire for a one-on-one with HR. The questions will differ in each case.
Lastly, the method of asking questions will also differ. It depends on the communication skills of the HR as well as the employee who will sit in front of HR. Other factors like expressiveness, command over vocabulary, ability to give examples also matter.
Thanks,
Dinesh Divekar
From India, Bangalore
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Hello Dhanashree25,
Nowadays, attrition ratio is one of the biggest issues in industries. People are looking for growth in a very short time, and I believe that there is nothing wrong with that.
I am trying to implement succession planning in my current organization. Can you suggest to me what steps I need to follow?
Regards,
Mahesh Jinjavadiya
+91-8000007150
maheshajinjavadia@gmail.com
From India, Rajkot
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Nowadays, attrition ratio is one of the biggest issues in industries. People are looking for growth in a very short time, and I believe that there is nothing wrong with that.
I am trying to implement succession planning in my current organization. Can you suggest to me what steps I need to follow?
Regards,
Mahesh Jinjavadiya
+91-8000007150
maheshajinjavadia@gmail.com
From India, Rajkot
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Dear Mahesh,
You have asked for the inputs on "Succession Planning" in your company. The first step is to understand the difference between "Career Planning and Succession Planning". If you search on Google, you will find several websites explaining this difference. You may click here to refer to it.
Do you work in the HR Department? If yes, then I recommend you to start career planning for your employees. Begin initially with the key employees and then extend it to all other employees. However, before discussing the career plan with the employee concerned, I recommend obtaining approval for each career plan.
Thanks,
Dinesh Divekar
From India, Bangalore
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You have asked for the inputs on "Succession Planning" in your company. The first step is to understand the difference between "Career Planning and Succession Planning". If you search on Google, you will find several websites explaining this difference. You may click here to refer to it.
Do you work in the HR Department? If yes, then I recommend you to start career planning for your employees. Begin initially with the key employees and then extend it to all other employees. However, before discussing the career plan with the employee concerned, I recommend obtaining approval for each career plan.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Madam,
For a one-on-one interview with HR to "understand employees better" is certainly an appreciable initiative.
In HR's day-to-day interactions with the employees, the focus is on the current purpose at hand, such as queries, performance-related issues, relationship issues with coworkers or higher-ups, etc. This allows only a narrow view of him or her. HR needs to know the employee as a whole person within the family, social, and work settings. In-depth knowledge of their habits of thinking and doing things, and understanding the reasons behind them, is crucial data.
Keeping the above in mind, you could formulate questions to elicit responses for habits and causative data. Some possible areas of data could include:
- Family composition, parents' occupations, siblings, and birth order
- Upbringing in a village/small town or city setting
- Marital status/married life
- Travel time from home to the workplace
- Hobbies and interests
- Relationship issues, if any, at home and the workplace
- Job/competency fit and factors liked/disliked
- Career aspirations
- Areas of dissatisfaction in the workplace
- Does the employee work solely for a living or also to contribute?
The above list is not comprehensive and is not in chronological order. You may refine it, and most importantly, conduct this interview.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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For a one-on-one interview with HR to "understand employees better" is certainly an appreciable initiative.
In HR's day-to-day interactions with the employees, the focus is on the current purpose at hand, such as queries, performance-related issues, relationship issues with coworkers or higher-ups, etc. This allows only a narrow view of him or her. HR needs to know the employee as a whole person within the family, social, and work settings. In-depth knowledge of their habits of thinking and doing things, and understanding the reasons behind them, is crucial data.
Keeping the above in mind, you could formulate questions to elicit responses for habits and causative data. Some possible areas of data could include:
- Family composition, parents' occupations, siblings, and birth order
- Upbringing in a village/small town or city setting
- Marital status/married life
- Travel time from home to the workplace
- Hobbies and interests
- Relationship issues, if any, at home and the workplace
- Job/competency fit and factors liked/disliked
- Career aspirations
- Areas of dissatisfaction in the workplace
- Does the employee work solely for a living or also to contribute?
The above list is not comprehensive and is not in chronological order. You may refine it, and most importantly, conduct this interview.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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Dear Mr. Vinayak Nagarkar,
I refer to your above-mentioned reply and the list of points for discussion mentioned therein.
Out of the 10 points you have provided, I don't think the first six points provide any enduring value to HR professionals. The points mentioned are too personal, and an average employee may not be comfortable sharing such information.
The mainstay of HR lies in improving human productivity, which depends on a healthy interpersonal environment, employee motivation, skill set, supporting infrastructure, etc. Therefore, HR professionals should focus their discussions on these issues. What if an HR professional asks personal questions and the employee expects solutions? What if personal problems lead employees to ask for concessions? In such situations, HR may have to decline such requests.
Hence, I believe the last four points related to work should be prioritized. Competent HR professionals may inquire about employee motivations, checking if the employee's needs per Maslow's hierarchy or McClelland's theory of motivation are met. Understanding these needs can provide insights into an employee's work perspective.
Consider the example of the USA, the world's No. 1 country, where personal questions are often disliked. Despite this impersonal culture, many companies have thrived by focusing solely on work-related matters during work hours. They maintain a clear boundary between personal and workplace issues, which helps prevent conflicts.
My differing views should not be seen as confrontational but as a professional disagreement.
Regards,
Dinesh Divekar
From India, Bangalore
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I refer to your above-mentioned reply and the list of points for discussion mentioned therein.
Out of the 10 points you have provided, I don't think the first six points provide any enduring value to HR professionals. The points mentioned are too personal, and an average employee may not be comfortable sharing such information.
The mainstay of HR lies in improving human productivity, which depends on a healthy interpersonal environment, employee motivation, skill set, supporting infrastructure, etc. Therefore, HR professionals should focus their discussions on these issues. What if an HR professional asks personal questions and the employee expects solutions? What if personal problems lead employees to ask for concessions? In such situations, HR may have to decline such requests.
Hence, I believe the last four points related to work should be prioritized. Competent HR professionals may inquire about employee motivations, checking if the employee's needs per Maslow's hierarchy or McClelland's theory of motivation are met. Understanding these needs can provide insights into an employee's work perspective.
Consider the example of the USA, the world's No. 1 country, where personal questions are often disliked. Despite this impersonal culture, many companies have thrived by focusing solely on work-related matters during work hours. They maintain a clear boundary between personal and workplace issues, which helps prevent conflicts.
My differing views should not be seen as confrontational but as a professional disagreement.
Regards,
Dinesh Divekar
From India, Bangalore
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Dear Mr. Divekar,
You have every right to express views on HR matters different from mine. This forum is meant for such churning. However, I do not share your views in totality. I based and restricted my views on the query raised, unlike yours which digressed into questioning the purpose of one-to-one HR interview when the purpose was made clear as 'To understand the employee better'.
Keeping the purpose in mind, I made suggestions which are also based on my own experience of one-to-one talks with 135 male and female production workers. I refrained from giving a ready-made questionnaire and instead provided points for her to use and frame her own questionnaire. This kind of exercise has to be designed and carried out with a lot of insight, skill, and maturity that should facilitate drawing a person out of their shell and make them express the inner view of their mind.
A few spin-offs of such talks were:
- The employees felt noticed, understood, and cared for in expressing everything about their personal, family, and social life. Contrary to your apprehension, employees did not feel inhibited to share their personal issues.
- The employees shared what motivates them to work, the difficulties they face, and even gave constructive suggestions. These inputs were valuable for framing HR policies.
You should remember India is not America, and you can't import threads of outlandish culture and plant them here. Your reference to Maslow's needs and hierarchy is relevant, as the same concept was attempted in my exercise in a disguised manner when trying to understand what drives them. If you had attempted framing some questions based on it in your first reply, it would have been beneficial to the lady HR professional instead of taking a misplaced pedantic view by questioning the purpose and unnecessarily assuming things when it is clearly stated.
I am aware that such interventions are not a panacea for HR issues, and much supportive preparation, process reforms, evaluation, and innovative thinking need to be put in place.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
Acknowledge(0)Amend(0)
You have every right to express views on HR matters different from mine. This forum is meant for such churning. However, I do not share your views in totality. I based and restricted my views on the query raised, unlike yours which digressed into questioning the purpose of one-to-one HR interview when the purpose was made clear as 'To understand the employee better'.
Keeping the purpose in mind, I made suggestions which are also based on my own experience of one-to-one talks with 135 male and female production workers. I refrained from giving a ready-made questionnaire and instead provided points for her to use and frame her own questionnaire. This kind of exercise has to be designed and carried out with a lot of insight, skill, and maturity that should facilitate drawing a person out of their shell and make them express the inner view of their mind.
A few spin-offs of such talks were:
- The employees felt noticed, understood, and cared for in expressing everything about their personal, family, and social life. Contrary to your apprehension, employees did not feel inhibited to share their personal issues.
- The employees shared what motivates them to work, the difficulties they face, and even gave constructive suggestions. These inputs were valuable for framing HR policies.
You should remember India is not America, and you can't import threads of outlandish culture and plant them here. Your reference to Maslow's needs and hierarchy is relevant, as the same concept was attempted in my exercise in a disguised manner when trying to understand what drives them. If you had attempted framing some questions based on it in your first reply, it would have been beneficial to the lady HR professional instead of taking a misplaced pedantic view by questioning the purpose and unnecessarily assuming things when it is clearly stated.
I am aware that such interventions are not a panacea for HR issues, and much supportive preparation, process reforms, evaluation, and innovative thinking need to be put in place.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
Acknowledge(0)Amend(0)
Dear Dhanashree,
I am also doing such one-on-one sessions for my employees. I am using following set of questions. You can have a look and see if its helpful for you:
1. How are you? How is life outside of work? (includes asking about family etc.)
2. What are your dreams and aspirations?
3. Where do you see yourself in the next 2 to 3 years?
4. How do you feel about the companies vision?
5. Can you give any inputs on effort required to make this happen?
6. How can you contribute?
7. What are your areas of growth and learning to achieve your desires?
8. Any inputs and suggestion on implementing the values and creating the desired culture?
9. What drives you? What motivates you to come to work each day?
10. How is everything going with people you work with/on your team?
11. What do you feel best about working here?
12. What do you feel is your greatest accomplishment here?
13. What’s not fun about working here?
14. What worries you? What’s on your mind?
15. Anything else you would like to share?
16. Do you feel these kind of sessions are important?
Thanks & Regards
Shree
From India, Hyderabad
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I am also doing such one-on-one sessions for my employees. I am using following set of questions. You can have a look and see if its helpful for you:
1. How are you? How is life outside of work? (includes asking about family etc.)
2. What are your dreams and aspirations?
3. Where do you see yourself in the next 2 to 3 years?
4. How do you feel about the companies vision?
5. Can you give any inputs on effort required to make this happen?
6. How can you contribute?
7. What are your areas of growth and learning to achieve your desires?
8. Any inputs and suggestion on implementing the values and creating the desired culture?
9. What drives you? What motivates you to come to work each day?
10. How is everything going with people you work with/on your team?
11. What do you feel best about working here?
12. What do you feel is your greatest accomplishment here?
13. What’s not fun about working here?
14. What worries you? What’s on your mind?
15. Anything else you would like to share?
16. Do you feel these kind of sessions are important?
Thanks & Regards
Shree
From India, Hyderabad
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Agree with you shree. These kind of question and discussion motivate employee for giving their best performance.
From India, Rajkot
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From India, Rajkot
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Dear Ms. Dhanashree Jawale,
There are many questionnaires on this subject. Your objective is not clear; therefore, we cannot send it. Please send your clear requirements because this tool is very sensitive and has its own consequences, which can create confusion and affect the career path of an employee.
Thanks and regards,
From India, Delhi
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There are many questionnaires on this subject. Your objective is not clear; therefore, we cannot send it. Please send your clear requirements because this tool is very sensitive and has its own consequences, which can create confusion and affect the career path of an employee.
Thanks and regards,
From India, Delhi
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Employee engagement questionnaire.d oc
PP-Vol-53 Employee engagement- hr - mktg.pdf