I am not happy. The printer has still not been fixed and now my chair is broken. The company is falling apart. The boss really doesn’t seem to have a clue as to what is really going on.
A young lad started last week, no one bothered to introduce him to me and they gave him a job that he had no idea how to do; why didn’t they just ask me? For a start I could have let them know them a new set of plans have been released so even if they did know what they were doing the drawings they are using are out of date anyway. I don’t know why I bother sometimes.
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’m going to ask for a pay rise, if Sally can get one so should I.
And on and on it goes.
When a company loses touch with their employees these are the sort of thoughts that start to play on the minds of individuals; the lack of appreciation, a broken chair, 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. Diverse frustration will often amalgamate into a demand for an increase in remuneration, as though like a cheap fix more money will briefly reduce the pain.
If ignored by management the concerns of this employee will inevitable find empathy with their colleagues own individual concerns, where the only common demand might well be a demand 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, physically through offices, cubicles and workstations also in terms of responsibility. With strong and effective management to support this structure it can be productive, but as an organisation grows, weak or inappropriate management can infiltrate the management chain and it is only to then be expected 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.
A very skewed view can be the result of relying on a limited number of indicators, just as a one eyed person finds judging distance difficult. By establishing procedures that sample the mood from different perspectives throughout the organisation good management will be able to form a rounded picture.
There are both direct and indirect benefits of establishing good, frequent and extensive communication channels.
Greater respect will be given to a senior management team that is known to have their ear to the ground and where they keep the middle management honest by knowing that middle managers can no longer shrug away the senior manager’s searching inquiry “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 an organisation will not have the luxury of spending time walking the floor and discussing the issues of individuals but through online employee surveys they can achieve the same benefits and almost become omnipresent.
Online surveys provide an ideal method to establish effective communications between the employee and employer. Using a survey hosting service they can now be created and published with speed and ease.
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 employee 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.
Although online surveys will not on their own resolve problems they do help identify the concerns of the employees and that in turn gives senior management the opportunity to fix the problems that need fixing, if people then do decide to leave the organisation they will hopefully be doing so for the right and not wrong reasons.
Although monetary concerns can often be cited as the main reason good people decide to leave a company dig a little deeper and it is often found that it is more to do with one or more of the following:-
- the working environment;
- a lack of fulfilment;
- limited training and feedback;
- lack of a career path;
- over worked;
- lack of trust and respect with their senior managers.
Good communication between the employer and employee can help identify the individual and common concerns of the employees and will give the senior management team the opportunity to address root problems and not just the symptoms of employee dissatisfaction, enabling them to demonstrate to their employees that they are valued as an important resource.
Each individual organisation needs to customised their own employee survey so that it is relevant for them. I invite you to put yourself in the place of an employee and complete the short sample employee survey, then view the results of the satisfaction survey and just think of the benefits to management being able to measure so easily the heart beat of the organization.