Employee Satisfaction

Customer Service Satisfaction and Employee Satisfaction have been hand in glove since the beginning of time.

Measuring that satisfaction, however, is another story.

Since all of us have different wants, needs and perceptions, you might find yourself with several different pictures based on when you ask, what you ask and who you ask when you complete a satisfaction survey.

And, you might find that the factors that increase employee satisfaction are not the same as those that increase dissatisfaction. One does not necessarily correlate to another.

It’s also important to know the employees interest level. And basically there are four levels.

There is the survival level. I like to call this person Jungleman. They are doing everything to just maintain their job, and not much else. If you ask them to take on additional tasks, they cry foul. They basically want to be left alone and collect a check. At the first sign of trouble, they are gone, like the wind.

Then there is the acceptance level or Suitman. They have accepted the company’s philosophy and are regular and productive employees, however, if something better comes along, they may move on to greener pastures. At this level of interest, they want to see the company succeed, as long as they don’t have to do too much extra.

Next on the ladder is the person who sees merit in what they do or Superman. They can sing the company fight song, know the mission statement by heart, and believe in what they do wholeheartedly. These employees make the company go. They are the best people to have in a crisis and are the first to jump in with both feet. They are loyal and steadfast.

Last is the employee whose level is what we all aspire to be. They are the self-fulfilling or Everyman level. These people know that what they do makes a difference and are the contributors and the servants of the company. Their belief is “I make a difference because I chose to make a difference.” Every company needs a few of these people sprinkled throughout as their vision and determination is the difference between good enough and GREAT!

So the next questions is……….What do your employee want?

There are several surveys you can use, some are more formal, some are online, and if you are subscribed to a survey service you can design any series of questions to measure a particular area.

One company I know wanted to gauge how employees would react to a move across town. They designed an online survey and asked employees to rate their new commute.

Keep in mind that the level of interest and job satisfaction is directly related. A person who is at the Jungleman level will not have much to say other than asking for “better pay”. They don’t really have a stake in the company compared to someone who is at the Superman level.

You may want to conduct surveys several times a year, depending on what you are trying to measure. If you are having daily interaction with staff and conducting “Attitude checks”, you probably have a good handle on things, and your survey maybe more “point specific.”

On the other hand, if you are trying to nail down a persistent problem, you may start with a wider range survey and narrow your results to the lowest common denominator by asking your employees to participate in a series of surveys.

Bottom line, although not inexorably linked, Happy Employees have the capacity to provide Better Service.

It’s up to you to implement changes based on what your survey results indicate need attention.

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If you have an online business and you have grown to a place where you have employees other than family working for you there are some ways to increase the satisfaction level of your staff.

Many of these ideas are simply common sense, but are mentioned as a means of reminding employers of the strength and ability each employee brings to your organization.

I read a story recently about a woman who had accepted an entry-level position at a bank. This woman was motivated to move up in her new profession so when the boss said he wanted to see more bonds sold she hit a grand slam. This woman sold more than a million dollars in bonds in a short period of time.

Ironically, this motivated employee’s boss rewarded her efforts with a smile and the gift of a company coffee mug. Nothing more.

Some employees can survive on praise alone while others may have something else in mind. For example some employees perform at optimum levels if they have some assurance that it may result in career advancement. Some employees are interested in perks.

You might be surprised how even a simple gift that is appreciated can keep an employee motivated.

It has been suggested that an employer ask his or her employees what they would be most interested in doing on their day off. The employees answer can provide a wealth of ideas for unexpected gifts when quality service and dedication is discovered.

An employee of the month plaque may be nice, but ultimately it can also serve to degrade the overall quality of the service of your employees. If one person consistently gets it then no one else will try as hard. If the award is simply given out as a means of making sure everyone gets it ‘eventually’ then it is an award without merit and employees will respond accordingly. This is why finding out what makes your employee tick and then responding personally, and with perks that reflect their individual passions, may mean more than you may have considered.

Whether it’s time off, monetary bonus, trips or personalized gifts based on the personality of your employee you will find a little concentrated interest on your part can go a long way in developing satisfied employees.

When you have satisfied employees you will likely have more satisfied clients. When employees are satisfied they are also less likely to move from job to job. This dynamic reduces the expense of training new employees while boosting the concept of teamwork within the ranks of your existing staff.

Common sense? You bet, but sometimes we all need to be reminded of the obvious.

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Happy-Performing Managers: The Impact of Affective Wellbeing And Intrinsic Job Satisfaction in the Workplace (New Horizons in Management Series)

Happy-Performing Managers: The Impact of Affective Wellbeing And Intrinsic Job Satisfaction in the Workplace (New Horizons in Management Series) Feature

Happy-Performing Managers: The Impact of Affective Wellbeing And Intrinsic Job Satisfaction in the Workplace (New Horizons in Management Series) Overview

This book provides contemporary means to solve an age-old conundrum in management – do happy workers perform better? Decades of research and empirical evidence have been unable to establish a strong link between affective well-being, intrinsic job satisfaction and managers’ performance. A unique methodology, fresh empirical evidence and a definitive analysis of previous theory and research are employed to support the happy productive worker thesis.

The authors test a kindred idea – the ‘happy-performing managers’ proposition, using advanced statistical techniques. Performance is measured to a previously unachievable level. New empirical evidence is used to predict how affective wellbeing and intrinsic job satisfaction influences managers’ contextual and task performance. These findings are argued to have significantly progressed our understanding of what underpins human performance at work.

The book prescribes how managers’ jobs might be changed to enhance or avoid a decline in happiness because managers’ performance is impacting as never before on organisational productivity and the economic prosperity of nation-states. Extraordinary shifts in the global corporate environment mean managers’ ‘personal troubles’ have now become ‘public concerns’. An emerging movement to Positive Organisational Scholarship is countering such forces by developing ways to create positive human and organisational wellbeing.

Happy-Performing Managers will be invaluable to academics, postgraduate students, human resource practitioners, executives and managers who are interested in gaining a deeper understanding of the factors that influence human performance in the workplace.

Happy-Performing Managers: The Impact of Affective Wellbeing And Intrinsic Job Satisfaction in the Workplace (New Horizons in Management Series) Specifications

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I have seen postings recently suggesting that many employers are considering doing away with employee surveys; many cite the costs associated with these surveys. You have to acknowledge the poor economy at a time like this: we are all feeling the pinch.

I think everyone would agree that had our government been PROACTIVE rather than REACTIVE, this recession might not have been so severe. This reasoning can be applied to business models also. Now, more than ever, we don’t want to find ourselves in situations where we are forced to react to issues that could have been uncovered or prevented earlier, such as employee turnover and risk mitigation.

That being said, here are 5 reasons why employers should still do employee surveys:

1) Employee Surveys are good for morale. Measuring employee perceptions and communicating results is still the best way to ensure that your workplace, environment and culture are what you want them to be. If you already conduct surveys, discontinuing them may send a message to your employees that a) you no longer care about their opinions, or b) the environment has changed in such a way that you no longer need to assess the issues impacting them. Can either of these ever be true?

2) A Satisfied employee is a productive employee. An employer’s biggest concern in today’s economy is maximizing each employee’s production. Did you know that a satisfied employee is twice as productive as a disgruntled employee? Employee satisfaction surveys will allow you to identify the causes for employee’s dissatisfaction and give you the ammunition to fix those problems.

3) Your employees may have some good suggestions. Have you ever sat around in brainstorming meetings trying to figure out how to deal with specific issues or improve processes? Why not ask the persons on the front-lines. They offer new perspectives to problems and sometimes ingenious, simple solutions. And you get the added benefit of communicating your desire to make your company one of the best workplaces around.

4) Target the causes of possible turnover, BEFORE it happens. We all know that retaining existing employees is much cheaper than hiring new ones. Work on keeping the ones you have happy. And if you ask the right questions in your survey, you may uncover unanticipated reasons why employees may be considering leaving, allowing you the opportunity to correct those issues before losing key employees. And if you’ve already endured layoffs, keeping your remaining employees satisfied becomes even more important.

5) Communication, Communication, Communication! In this environment, all the old adages go out the window. Nothing starts that old rumor mill faster than silence. And there goes your productivity along with those rumors, and perhaps some of your best employees, right out the front door. Surveys keep those lines of communication open and demonstrate that you are still invested in your employees’ well-being and future within your organization.

So now that I have outlined some important reasons why you should survey your employees, you should be thinking – What now? How can I capture this valuable data and make my organization a great place to work? There are so many methods available, many of which can be implemented at little cost to the employer. In fact while writing this article, I Googled Free Employee Surveys and several results were found.

For those times that you choose to have more control over the scope and direction of the data capture, professional providers such as our organization can be found using any search engine. CaptureISG may be a good resource for collecting objective information using an objective third party for conducting these interviews. And as professional interviewers, we get to the root cause of the issue by probing for as much detail as necessary to thoroughly understand the employee’s perspective. We not only capture the yes’s and no’s, but the why’s and why nots.

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