The Reasons for Conducting Employee Surverys

 

 

 

 

If you prefer to read this online, click here.


 

 

Actively Engaged Employees

Actively engaged employees are the foundation of successful companies. According to Gallup, a majority of the workforce is missing.  Half (51%) survey as ‘not engaged,’ and another 17% are ‘actively disengaged.’” If employees aren’t engaged with their work, then they’re less likely to make an impact on customers. Engaged employees are brand representatives and take fewer sick days. They’re the backbone of successful businesses.

Every employer wants to hire and retain engaged employees, but how do we know the degree to which they are engaged? Simply measure employee engagement using a known survey tool that produces actionable reporting.

Find out how your organization can benefit from a thoughtfully crafted and administered employee survey.

Discrete Way to Voice Concerns

Using a confidential employee engagement survey makes it possible for employees to offer honest feedback to their employers. Because, most people won’t tell their boss that they wouldn’t recommend the company’s products, a supervisor doesn’t treat employees with respect.

Most employees only have the nerve to do such a thing if the next phrase happened to be, “I quit!” Imagine instead, that you want to keep your job. Therefore, it’s tough to conjure a situation in which you’d be willing to say such things to your superior for fear of losing your livelihood.

One important advantage of anonymous surveys is the collection of honest and smart feedback about topics otherwise uncomfortable from employee to employer. If you want actionable data about the state of your organization, employees need their privacy protected.

Effective Communication

Surveys facilitate ongoing communication therefore improving employee engagement. The best employee surveys provide feedback on actionable issues so you provide improvement over time.

Interestingly, the simple act of conducting an employee satisfaction survey oftentimes increases employee engagement. Therefore, conducting an employee survey shows that you’re invested in communicating with your staff. Employees feel valued, leading to a happier, more engaged workforce which in turn, goes the extra mile.

Provides Insights

Using an employee survey as a tool to gauge your employees’ true opinions towards your company’s benefit program is essential.

Learning what types of benefits employees appreciate most — as well as the types of benefits they would like to have —helps you restructure your employee compensation package.  By so doing, you retain existing employees and attract more long-term employees. Always include questions about your benefit packages in your employee survey.

Learn About Working Conditions from an Insider

Managers within an organization work hard to create ideal working conditions.  Despite that fact, you won’t really know whether your efforts are working until you receive unbiased feedback from your workers. Make sure the survey tool you consider has a section about workplace conditions.

Surveys, Determine Organizational Weaknesses

Understand that an employee survey is a diagnostic instrument indicating the strengths and weaknesses of the company. With their knowledge of daily work process, employees provide useful information about day-to-day operations and how to improve them. In addition to considering your organization’s employee feedback, compare the results with industry benchmark reports.

Use an employee engagement and satisfaction survey as the first step toward increasing engagement at your organization. First, measure; then improve.

Regards,

Don Swift

P.S. If you find this newsletter helpful, please consider sharing it with your friends, family, and colleagues. If you need assistance, call 940-228-0550. You can visit my website for more information at www.donswiftandassociates.com.

Motivate Employees Without Money

 

If you prefer to read this online,  click here.


Money

Money works for a while as a motivator.  But, it does not breed success day in and day out.  And what we need as business owners is, to have our employees motivated every day.  That is what helped me be successful in my business, and it will work for you.

 

To get help with finding ways to motivate my employees without money, I sat down with Don Swift, HR Consultant in Wichita Falls, Texas to discuss the issue.

 

Who is Don Swift?

 

Don Swift is a human resource professional in Wichita Falls, Texas.  He services companies and organizations in the Texoma area, going as far south as Houston and Dallas/Fort Worth.  He has more than 25 years of practical and professional experience in human resource issues, including being a registered life coach in Texas.

 

Hundreds of companies have called on Don Swift for HR development, mediation, training, and to take on HR for a flat fee with their businesses.  And I have too.

 

The Don Swift List for Motivation Without Money

 

Don Swift outlined seven things any business owner or manager can do to motivate without money:

 

  1. Supportive Leadership

 

Leadership is a critical factor that employees look to.  They want clear and concise instructions, support, and want a boss they can trust.  That does not mean you should be their friend, but you need to be friendly.

 

Work in close collaboration with your employees, build trust and let them know how much you appreciate their great job to make everyone satisfied.

 

  1. Empower Your Employees

 

Employees want to know that they are valued.  That their values, their thoughts and expressions are worth something.  In many cases, the employees know the jobs better than the rest. So, why wouldn’t you empower them by giving them the benefit of trust?

 

  1. Do You Have a Positive Environment?

 

Do your employees feel at ease coming to the office?  There was just an announcement where one government agency had to pay out about $100 million to solve a class action suit as a result of sexual harassment.  It affected less than 5% of the employees, most of who left.

 

(Written by Wayne Drury)

P.S. If you find this newsletter helpful, please consider sharing it with your friends, family, and colleagues. If you need assistance, call 940-228-0550. You can visit my website for more information at www.donswiftandassociates.com.

 

 

Disciplining employees for absenteeism

 

If you would prefer to read online, click here.


 

 

Employees

Employers have heard all the excuses. My alarm didn’t go off. My car broke down. My babysitter didn’t show up. I have a terrible cold. Though sometimes those excuses for being absent or late ring true, chronic absenteeism and tardiness can become a major problem in the workplace, wreaking havoc on productivity as well as morale.

You would think that getting an employee to show up on time, every day, would be a simple matter. But these days, you really can’t simply say, “Be here or be fired” when an employee walks through the door late or not at all. Especially when you throw in legal factors such as the Americans with Disabilities Act (ADA) and the Family and Medical Leave Act (FMLA).

For this reason, employers must employ strategies that not only combat absenteeism, but also keep on the right side of the legal line.

Disciplining

Disciplining employees requires a delicate balancing act. Push too hard and you alienate people. Tiptoe around the core issue and you confuse people. It’s never easy, and most managers never learned how.

When it comes to disciplining an employee for absenteeism, there are several different strategies at your disposal. And deciding which one to take isn’t always cut and dried. You can avoid making disciplinary mistakes that could lead your company to court by following these do’s and don’ts:

√ DO figure out what is an acceptable level of absences, if your organization does not specify a maximum number. Think about how many days an employee could miss without significantly sacrificing work quality.

× DON’T penalize employees who have a legal reason to be late or absent, e.g., they’re going to physical therapy or alcohol treatment, or have permission to leave early for a doctor’s appointment. The same goes for employees who have a legitimate reason to be late or absent, e.g., using company benefits they have earned, like personal days.

√ DO make sure you understand what’s off-limits and who gets the last word on any gray areas that may be in dispute in any policy that affects attendance.

× DON’T undermine your company’s absenteeism policy by ignoring any step that isn’t convenient. It can lead to charges that you applied the rules in an arbitrary or discriminatory manner.

√ DO recognize the difference between the employee who was out one day all year—even if you suspect it wasn’t for a good reason—and the employee who has a chronic problem. Adjust your discipline accordingly.

× DON’T get bent out of shape if an employee challenges your interpretation of any policy that deals with attendance. Work it out.

√ DO begin documenting absences as soon as you notice a trend. Record dates, hours absent, and the reason the employee gives for them.

× DON’T put employees in the impossible situation of choosing their jobs over their health or family responsibilities. That could be a violation of the FMLA.

Managers

No manager enjoys handing out discipline. But it’s an important part of the job, and if you do it the right way, you can help a misbehaving employee solve a problem — or get rid of an employee who is a problem.

Effective managers communicate concern, redirect unruly behavior and confront wrongdoing while maintaining a respectful tone. They leave no room for misunderstanding or misinterpretation.

Regards,

Don Swift

P.S. If you find this newsletter helpful, please consider sharing it with your friends, family, and colleagues. If you need assistance, call 940-228-0550. You can visit my website for more information at www.donswiftandassociates.com.

 

 

HR in a post-Weinstein, #Me Too world

 

 

 

If you prefer to read this online, click here.


Sexual Harassment

This fall, the flood of sexual harassment allegations against movie mogul Harvey Weinstein gave women new confidence to publicly denounce sexual harassment.  Therefore,  powerful leaders – not just in Hollywood but in workplaces across the county.  The movement spawned a popular Twitter hashtag, #MeToo. Therefore, millions of women in 85 countries  used to speak out against alleged harassers.

Now’s the time for HR to ask, “Is my organization vulnerable to bombshell complaints?”  What’s the status of your anti-harassment training – are you just going through the motions?  How about your complaint and investigation procedures and response planning?

The truth is, Weinstein’s fall isn’t unique.  To date in 2018 the EEOC has reported sexual harassment claims totaling 7.7K. The settlements amounting to $56.3 MM, with $10 MM over last year.  Because, there has been a steady increase in claims over the past five years!  https://www.eeoc.gov/eeoc/statistics/enforcement/sexual_harassment_new.cfm; EEOC statistics for enforcement and settlement.

#MeToo Movement

Experts say the #MeToo movement will bring more harassment victims out of the shadows.  Because the EEOC receives about 30,000 harassment complaints each year, it estimates that only “6% to 13% of individuals who experience harassment file a formal complaint.”

How should you respond?  Here are four tips:

  1. Rethink your training.

    The main reason most harassment training fails is that both staff and managers see it as a corporate c exercise aimed at limiting liability. For instance, you need to make it clear in your training, communications, and modeling by leaders that yours is a culture of equality and respect.  Furthermore, guarantee that supervisors and managers receive thorough and frequent training.  Tip: Swap your online training video for face-to-face role playing that truly explains what kind of behavior is tolerated.  Furthermore, consider training all personnel more than once a year.

  2. Provide multiple avenues to report harassment.

  3. Many companies fall when it comes to giving employees several different ways to voice complaints.  (Examples:  Notify HR, contact a designated senior exec or call a third-party hotline.)  Because, an employee who is being harassed by her boss is unlikely to file a complaint if your policy requires people to talk to their supervisor.  Therefore, consider graphically displaying the reporting process and placing it on employee bulletin boards.  Increase the number of individuals who can receive initial complaints.
  4. Don’t pull punches with a CEO or top exec.

  5.  Discuss your exec’s actions considering protecting the organization from an expensive lawsuit.  Courts will likely hold your top brass to a higher standard. Because,  if you know what’s going on and fail to stop it, you’re opening the organization  to corporate liability.
  6. Increase your internal training on investigating complaints and enlist the help of outside investigators and counsel. They will be able to better handle the investigation, explain the legal risks and give you guidance on how to proceed.

Regards,

Don Swift

P.S. If you find this newsletter helpful, please consider sharing it with your friends, family, and colleagues. If you need assistance, call 940-228-0550. You can visit my website for more information at www.donswiftandassociates.com.