Are you playing the "brain drain" game and losing?

Over time, if an organization does not take in more money than it spends, it will go out of "business." And all "reasons" for being in business will be lost. This applies to all businesses and organizations (even governments and non-profits).

General Motors is not in the business of making automobiles. General Motors is in the business of making money."

Alfred P. Sloan
President and Chairman of General Motors

Poor workforce morale negatively affects your "bottom line" in three ways. Learn more.

In today's economic environment,
organizations are striving to do more with less. Rather than considering an employee layoff, what if you could...

Find the 'hidden treasure' that exists in all companies/organizations.

Find the "hidden treasure" that exists in all companies/organizations. This treasure is often disguised as waste: wasted time, wasted talent, wasted materials and more. The key to finding (and eliminating) this waste lies within the employee engagement process.

Best of All! Finding and eliminating hidden waste helps salvage your most important asset... the employees themselves. So that you are poised to thrive as others fail or merely survive!

Improved employee engagement helps drive business results!

When employees are highly engaged, their companies/organizations:

enjoy 26% higher employee productivity
enjoy lower employee turnover
are more likely to attract top talent
earn(ed) 13% greater total returns to shareholders over the last 5 years

Highly engaged employees:

are twice as likely to be top performers
miss 20% fewer days of work
(3/4 of them) exceed or far exceed expectations in performance reviews
tend to be more supportive of organizational change initiatives and resilient in the face of change

According to the 2008/2009 WorkUSA Report conducted by Watson Wyatt from more than 13,000 full-time US workers.

Cold (Negative - Actively Seeking) the majority of your workforce is unhappy with their current employment. They are, most likely, seeking employment elsewhere and are not positively promoting your organization to the outside world. Their productivity level is most likely low. Their overall demeanor might include hostility (whether or not overtly exhibited). They waste significant amounts of time, energy and money. Their representation of your organization to your customers is poor.

Cool (Indifferent) while probably not actively seeking employment elsewhere, the majority of your workforce would change employers if a "better" job were available to them. Their overall demeanor would include a marked absence of enthusiasm. They waste moderate amounts of time, energy and money. Their representation of your organization to potential and active customers is moderate at best.

Warm (Loyal) the majority of your workforce is relatively satisfied with their current employment situation. They are loyal to your organization but are not advocates. Under the "right circumstances" they might change employers. They may or may not speak highly of your organization to customers and potential customers.

Hot (Advocate) the majority of your workforce would not consider changing employment unless "forced" to do so by external circumstances. They will do anything within their power to sustain and improve your organization. This translates to increased productivity and lower employment turnover costs as well as greater customer satisfaction.

Want your staff to help you discover your "hidden treasures?"

Start by discovering what's important to them.

Award-winning Questions
You choose from a list of proven questions to meet your needs.
Demographics
You decide the labels that
best fit your company or organization.
Traditional or Contemporary
You choose which response type is most appropriate for your workforce.
Opening &
Closing Dates
You select when your survey starts and ends.
Internal Comparison
You decide if you wish your raw data to be retained for period-to-period comparison.
Action Planning Assistance
Only our customers have access to our exclusive action planning follow-up tools.

Surveys cost money.

Unless you have money sitting around to burn, why craft survey questions that simply lead people to the answer you want to hear?

What about those questions that give you useless data?

WOW - all of that wasted money and energy getting answers you either already know or that won't open eyes to the opportunities to improve your organization or give you anything to act upon...

Remember, just because data exists doesn't make it useful.

Why not use the same questions that award-winning organizations have paid thousands of dollars to have written, the same questions they use over and over again. We have a proven list of questions obtained from these organizations.

We can help you know what to ask, how to ask it and what to do with the results.

When determining what demographic divisions (labels) will help you make solid business decisions from the results of your survey consider:

The size of the various demographic options - for example, if you decide to make a label called "Accounting Department" under the Department demographic but this department only has one or two people in it, these people may be hesitant to provide you with completely candid remarks for fear they could be identified by this demographic label. It may be prudent to group some areas together if the label you are considering has less than five to six people. If you decide to do this simply place all the groups together on one label with commas or dashes between the groups -- e.g. "Accounting, Audit, IT" may be one label. Another label may be "Sales and Customer Support."
The name of the label you select - When defining labels make sure that you name the labels something your staff can understand and identify with. Ask yourself, if you chose "Administration" as a label under the Department demographic heading, do the people in that "department" know that is what they are called?

Depending on the culture of your business/organization, you may elect to use traditional responses or contemporary responses. To choose the proper response type for your survey consider:

If your organization is more formal in nature (structured hierarchy, more written than oral communication, strong policies and procedures), traditional responses may fit your survey better. These responses are Strongly Disagree, Disagree, Neutral, Agree and Strongly Agree.
If your organization is less formal in nature (somewhat flattened organizational chart, mostly oral communications, less structured policies and procedures), contemporary responses may fit your survey better. These responses vary from question to question but contain responses such as: No, Not at All, Somewhat True, Definitely, Absolutely True, etc.

Consider your workforce. Choose the response type that would make them feel more comfortable, thus encouraging them to give you maximum information from the survey.

When selecting the opening and closing dates of your survey consider:

The number of people who will take the survey - the larger the number the more time you may need communicate with the participants in order to fully prepare them to take part in the survey process (information, education, training, etc.).
The willingness of the people who will take the survey - you will need to contact the participants in some fashion to tell them about the survey and solicit "buy-in". The participants may want to understand "why" they should participate, that is "of what benefit is it to me?" A company-wide meeting or communication may be needed. Allow sufficient time to accomplish this step to maximize your participation.
The accessibility of a computer/internet by the people who will take the survey as well as their familiarity with computers - if all of the participants don't have ready access to a computer at their workstation or if some are not familiar with taking an on-line survey, you may want to allow some time to prepare a place/time for them to take the survey (in a training room perhaps) and to familiarize them with the process.

After you receive your first set of results, determine what changes you need to make in the way you do business to improve your results.

Don't try to change too many things at once.
Select only one or two changes or adjustments.
Formulate a plan.
Communicate what you will be changing and why.
Make the change(s).
Then WAIT.
Approximately 2-3 months later, re-survey just the parts that should be improving to determine if you are achieving the desired effect.
If your scores are improving in that area, continue with your plan. If not, determine what additional adjustments are needed then repeat the steps.

Award-winning organizations

Measure
Adjust
Measure
Adjust, etc.

Many surveys available today won't hold your raw data to see how you're doing in the areas of adjustments -
See-Hear-Speak.com will...

Many organizations go though the task of collecting information from their employees and then are overwhelmed by what they receive. As a result, they are struck with "analysis paralysis" - not being able to decide the next step in the process. Often this lack of action results in unhappiness and dissatisfaction on the part of the employees. Employees think (and often say)... "Well, that was a waste of time!" or "I knew they wouldn't do anything with the survey!"

Let us help! Our incredibly informative and easy to use Workforce Survey - Follow-up Action Plan tool can help get your organization to the next level. Learn More.

"I want to write my own workforce survey, is that a good idea?"

We don't recommend writing your own workforce survey for several reasons:

Find out why »