You have just spent weeks planning and conducting your survey… Now what? What do the results mean? Who do you communicate the results to and how do you share them? Using information derived from survey results can help your organisation improve employee experience and detect problems before they occur. Effective survey analysis and action plans can lead to significant return on investment.
Industries are being disrupted and talents are becoming more mobile. They are expecting better experience and personalised recommendations to improve their journey with the company. 45% of employees reported that they would be likely or very likely to look for another job outside their current organisation within the next year (SHRM).
1/4 of newly hired employees tend to leave the organisation within six months. From rank & file to C-suite, a first day of work matters as it always makes a lasting first impression. A successful on-boarding programme will have positive effects on engagement, retention and performance.
What do you think about when you read the term "employee engagement"? A survey? Staff happiness? Wellness programmes? The term is notoriously squishy because it tries to capture an intangible phenomena that has a very tangible impact on business. The result of this is everyone has a vague intuition that employee engagement is important, but is not quite sure what to do about it.
We often hear the term ‘corporate culture’ in our office or corporate life. Companies around the globe, especially in South East Asia are focusing on building strong workplace and corporate culture. 88% of employees believe organizational culture is an important aspect of their work life. Gone are the days when the conventional workplace ethics and consulting methods work. Now is the time to adopt a more dynamic workplace culture.
A well-defined employee retention methods will have a positive and significant impact on the turnover rate of your organization.
According to the Leigh Branham, the Strategic Planning Consultant, more than 70 percent of the managers tend to think that it is the pay that causes an employee to leave. On the contrary, about 88 percent of the employees tend to leave respective jobs not only because of pay but also other factors that may include:
- Employees often feel the workplace or job doesn’t match their expectation before joining the firm.
- A mismatch between the job and the skills held by the employee.
- Minimal coaching with no feedback for the same.
- Minimal advancement or growth opportunities.
- Employees feel devalued or unrecognized.
- Minimal work-life balance that causes stress.
- Loss of confidence or trust in the senior leaders.
In an earlier post, I covered the potential of pulse survey data to unlock the secrets of employee motivation and retention. Google, Amazon, and Adidas, among others, have already reported making strides in this direction.
When it comes to creating employee engagement, 87% of organizations cited it as being one of their top priorities. An estimated 66% of companies survey their people regularly. Yet, in their 2017 global study, Gallup finds that only 15% of employees are engaged at work.