On-Site Program Packages:

Tailored, On-Site Programs To Improve Organizational Functioning

Participative Employee Surveys

Targeted Process Improvement

Customer Focus Groups

360 Action Plans

Targeted Teambuilding

Customer Exit Surveys

PARTICIPATIVE EMPLOYEE SURVEYS

At the heart of any organization’s profitability is the individual employee. 
When every employee is competent, productive, conscientious about expenses,
and responsive to customer needs,
the organization delivers customer-valued products and services.

 

Employees will tell you what is getting in their way, give management helpful ideas, and identify what needs to be done to make things work better. When employees feel that management is listening and responding to them, they are more likely to deliver customer-valued products and services. The end result will be higher company profitability. Thus, it is very important to periodically track employee attitudes, opinions, and concerns.

Arnie Dahlke Introduces Participative Employee Surveys 

Most people think of an employee survey simply as a feedback-measuring instrument—a technique for benchmarking and then periodically assessing attitudes and opinions of survey respondents. A Participative Employee Survey is different. Yes, it is a measure. But, more importantly, it is an opportunity to bring people together throughout the organization to solve problems and improve processes. It is a participative measuring process.

  • It begins with a manager meeting to describe the steps involved and to gain their support.

  • This is followed by a series of confidential one-on-one interviews with managers and samples of employees in their departments in order to tailor the survey to the needs of the organization, establish “third party” credibility, and create a “buzz” among employees that leads them to anticipate their responding to the survey.

  • The survey is administered to employees in groups, by a third party facilitator to guarantee respondent anonymity.

  • Addressing corrective needs uncovered by the survey, managers begin developing Action Plans and come up with “quick wins” (fixes to problems uncovered) that are shared with employees when the survey results are presented to them. 

  • Next are survey feedback meetings with groups of employees drawn from different departments, in which they clearly see that managers are listening to them, particularly when they are presented with the quick wins. They also see the “bigger picture” and the role that each of them plays in the delivery of customer-valued products and services.

  • Employees and managers together then refine and implement action plans to solve issues raised by the survey.

As a participative process, this survey becomes a kind of teambuilding vehicle for the company, instead of simply an assessment of employee opinions.


Participative Employee Surveys

Targeted Process Improvement

Customer Focus Groups

360 Action Plans   Targeted Teambuilding   Customer Exit Surveys  

© 2009 ArnieDahlke.com