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.1 ± what are the functions that HR attempts to fulfill in any organization? A.

1 ± The Functions that HR attempts to fulfill in any organization are as follows: 1. Human resource planning Estimating the need for resources in order achieve the desired business results. HR plans can be both short term/immediate as well as long term/strategic. The HR team partners with the line managers to understand the business goals and targets for the year and together plan the HR needs in order to meet the goals. 2. Acquisition of Human Resources Staffing the organization with the right mix of skills and competencies at the right time. It also includes HR initiatives like promotions and internal job posting to fulfill this requirement for human resources. Staffing teams in organization are usually separate group of specialists who work closely with the line managers to understand the skills and competencies needed for the job and engage together to elect the best talent for the open position. 3. Training and employee development Focuses in managing training activities to upgrade skills and knowledge as well as soft skills like the ream building and leadership. The training team is again a group of HR specialist who proposes the training program and consults with the line managers to ensure that the program achieves the desired outcomes. 4. Building performance management systems Focuses on the right processes to set goals for performance as individual / teams and related measurement methods. This is core HR activity and is supported by the Hr generalist.

5. Rewards systems Establishing appropriate compensation systems and reward mechanism that would reward the desired outcome and results in accordance with the cooperate values. The again forms a part of HR generalist¶s tasks. Hoe employees progress in a organization how they are paid w.r.t internal and external market factors, what employee benefits are offered are some aspects that this function redresses. 6. Human resources information systems That would that would take care of operational transactions form the time an employee exits, like personal files, compensation administration, payroll, benefits administration and issuing letters and testimonials. That task is supported by as separate HR operation team who acts as an Hr helpdesk and provides information to the employee/managers.

Q.2 ± Discuss the cultural dimension of Indian work force?
A.2 ± Cultural Dimension of Indian Work Force: The foundation for understanding the unique work practices at a country level can be best is understood by first understanding the culture aspects of the country¶s workforce. The pioneering work done by Dutch Scientist, Geert Hofstede is a useful tool in understanding the cultural differences used to differentiate countries. He identified five cultural dimensions around which counties have been clustered. The dimensions are: power distance, uncertainly avoidance, individualism, masculinity and long term orientation. Geert Hofstede dimension are based on research conducted among over 1000 IBM employees working globally. While their continued to be other studies like the GLOBE

some are low. everyone has a place. The powerful are entitled to privileges. and force workers to perform and need to supervise their subordinated closely. some are high. Power Distance Power distance is the extent to which less powerful members of institutions and organizations accept that power is distributed unequally.(Global leadership and organizational behavior Effectiveness) project and trompenaar¶s framework. hofstede¶s model is most popular. High power distance countries have norms. Most people should be dependent on a leader. The dimension of high power distance at the workplace can be best understood as: y y People dislike work and try to avoid it Managers believe that they must adopt theory X leadership style. and The powerful should yield the power India score 77 on power distance . that is. Countries in which people blindly obey of superior have high power distance. values and beliefs that support: y y y y In equally is good. indicating high power distance as a result of the inequalities both at the level of society as well as the at the workplace. . Indian organization typically have hierarchical structures. policies yield power and subordination is acceptable. they must be authoritarian. y Organizational structure and systems tend to match the assumption regarding leadership and motivation y Decision making is centralized.

Denmark and Great Britain . Low uncertainty avoidance society such as ours have organization setting with less structuring of activities. Experts and authorities are not always correct and consensus is not important. more risk ± taking by managers. Such an organization encourages employees to use their initiative and assume responsibility for their actions. Uncertainty Avoidance Uncertainty avoidance is the extent to which people feel threatened by ambiguous situation. and that life must go on in spite of this Specifically. Laws are not very important and need not necessarily be followed. Organization tends to have tall structures. values and beliefs which accept that: y y y y Conflict should not be avoided Deviant people and ideas should be tolerated . and have created beliefs and institutions that try to avoid these India scores 40 indicating low to average uncertainly avoidance characterizes. y y y They will have a large proportion of supervisory personal and The people at the lower level often will have low job qualifications Such structure s encourages and promotes inequality between people at different levels. high uncertainly avoidance countries are characterized by norms. fewer written rules. higher labor turnover and more ambitious employees.y Those at the top make most of the decision. Countries with low to average uncertainly avoidance have people who are more willing to accept that risks are associated with the unknown.

Canada. where decision making is an individual¶s responsibility. therefore tending towards a more collectistic society. favoritism shown to friends and relatives is considered to be unfair and even illegal.are good examples of low uncertainty avoidance cultures. Further organizations in collectivist culture base promotions mostly on seniority and age. they are based on one¶s performance. Group decision making is best and Group protect individuals in exchange for their loyalty to the group Organizations are collectivist societies tend to promote nepotism in selecting managers. Germany. Collectivist countries believe that: y y y One¶s identity is based on one¶s group membership. Indonesia. Individualism Individualism is the tendency of people to look after themselves and their family only. The opposite of this collectivism which refers to the tendency of people to belong to group and to look after other in exchange for loyalty India score 48 on individualism. important decision are made by older and senior managers as opposed to individualist cultures. In contrast. Japan and Spain typify high uncertainty avoidance societies. Finally in collectivist cultures. . Individualism is common in the US. in individualism societies. where as in individualist societies. Denmark and Sweden. indicating somewhat low scores. Australia. The people of India. and Pakistan & Number of South American countries exhibit collectivism.

its position in the market and the general economy. Otherwise work would be impacted.3 Explains the need of human resource planning system? A.Masculinity Masculinity refers to a situation in which the dominant values in a society are success. there is an on-going need for hiring replacement staff to augment employee exit. In higher masculine society¶s. To meet the . To carry on its work. Often organization might need to replace the nature of the present workforce as a result of its changing needs. each organization needs competent staff with the necessary qualification. knowledge. 3. jobs are clearly defined by gender. money and other material things. Every organization that plans for its business goals for the year also plan how it will go about achieving them. India scores 56 tending to be closed to masculinity than femininity. and therein the planning for the human resources: 1. skills. Since employees exit and organization both naturally (as a result of superannuation) and unnaturally (as a result of resignation). Men usually choose jobs that are associated with short term employment before marriage. There are men¶s jobs and women¶s jobs. Q. 2. This growth could be rapid or gradual depending on the nature of the business. 4. its competitors. therefore the need to hire new set of employees. In order to meet for the more employees due to organizational growth and expansion. work experience and aptitude of work. Hofstede measured this dimension on a continuum ranging from masculinity to femininity. this is turn call for large quantities of the same goods and services as well as new goods.3 Human resource planning system is a mandatory part of every organization¶s annual planning process.

5. For this purpose minimum wages must provide for some measure of education. but for the preservation of the efficacy of the worker.4 In India wages system is classified as follows: y y y Minimum wages Fair wages Living wages Minimum wages A minimum wages has been defined by the committee as ³ the wages which must provide not only for the bare substance of life. Manpower planning is also needed in order to identify an organizations need to reduce its workforce. for the education of his family members. the important principles being that minimum wages should provide not only for the bare . However.challenges of the changed needs of technology/product/service innovation the existing employees need to be trained or new skills sets induced into the organization. for his efficiency. It is very difficult to determine the minimum wages because condition varies from place to place. for their amenities. Options such as redeployment and outplacement can be planned for and executed properly Q.4 Elucidate the classification of wages in the Indian system? A. for their medical care. the principles for determining minimum wages were evolved by the government and have been incorporated in the minimum wages act. minimum wages should provide for sustenance for the worker¶s family. industry to industry and from worker to worker. medical requirement and amenities´. In other words.1948. In situation where the organization is faced with severe revenue and growth limitation it might need to plan well to manage how it will workforce.

the actual wages should depend on consideration of such factor as: y y y y The productivity of labor The prevailing rates of wages in the same or neighboring localities. medical care and other amenities. including education for his children. a living wage was to provide for a standard of living that would ensure good health for the worker and his family as well as a measure of decency. Between these two limits.sustenance of life but also for the preservation of the efficiency of the workers by the way of education. The management considers the state of the labor market and takes into account of what he can afford to pay and the value . The level of the national income and its distribution. the upper limit is set by the capacity of industry to pay. There on it are annual reviews to make correction per the country¶s economic and market/industry trends. protection against ill-health. comfort. and The place of industry in the economy Living wages One which should enable the earner to provide for himself and his family not only there¶re essentials of food. Generally ascertaining wages and deciding who to pay what is a activity undertaken in the beginning when a organization is set up. requirement of essential social needs and a measure of insurance against the more important misfortunes including old age´ in other words. The lower limit of the fair is obviously the minimum wage. Fair wage It is the wage which is above the minimum wage but below the living wage. clothing and shelter but a measure of frugal comfort. education for his children and protection against misfortunate.

third of the total number of members. In case no agreement is reached. the . Collective bargaining it is still in the initial stage in India.of the worker to him. The worker¶s willingness for employment at the rate offered implies that they agree to work at that rate. 4. In order to advise them in the matter of fixing minimum wages. If an agreement is reached in the course of conciliation proceeding. The central government and state government may fix minimum wages under the minimum wages act 1948 for the industries In which workers are exploited or too unorganized to protect their own interest. it cannot be imposed upon either side by compulsion and should evaluate naturally from within. Although it is a desirable development in the relation between management and labor. The committees and the advisory boards consist of equal number of workers and employers representative and also independent members whose number should not exceed one. the government appoints minimum wages committees and the advisory boards. provide for consideration in case of dispute between employee and worker. both parties agree to refer their dispute agreed arbitrator and his award becomes binding on the parties. it becomes binding on the parties and takes effects from the date agreed upon or from the date on which it is signed by the two parties. Wage Legislation Wages are fixed according to the law in some industries. Conciliation The industrial dispute act 1947. 3. 1. Voluntary arbitration In voluntary arbitration. through they have had no part in fixing it. 2.

and therefore. the special feature of industry. At the same time. 5. 6. Economics factors such as capacity to pay. y y y y 2 . condition of the economy or welfare of the industry concerned. or may be rejected. may decide to refer the case to industrial tribunal for award. Wages Board The board is appointed by govt. On the receipt of the report. the govt. Adjudication Labor courts and industrial tribunal are set up under the industrial disputes act 1947. the requirement of social justice and the necessity for adjusting wage differential in such a manner as to provide incentives to workers for advancing their skill. and consist 7 members. On studying the awards one gets the impression that the adjudication are attempting to justify their decision in social and ethical terms. are given due prominence. there is desire to satisfy both parties to dispute. unemployment. either completely or partly and may be statutorily imposed on the industry in question.Management 2.Labor 2 ± Independent member 1 ± Chairmen The board is expected to take into account the needs of the specific industry in a developing economy. profit. Its recommendation may be accepted by the govt. .conciliation officer sends a full report o the proceeding.

which every professional appends some time to dwell on and discuss it with peers or superiors and frame it. Sharma the alternative way to vertical promotion.Q.5 ± Individually perceived sequences of a attitude and behavior work related activities and experience over the span of a person¶s life. The dynamics of career development in an organizational context has two dimensions: y y How individuals plan and implement their own career goals . An internal focus refers to the way an individual views his/her career and the external or objective focus and refers to the series of job position held by the individual.Sharma is the general manager HR of a private educational group. It require an individual thinking to identify career-related goals and establishing plans towards achieving those goals. Having a career plan builds a commitment . values.often it is self driven process. What are the challenges in implementing the options? A. S. The norm also rules by the government policy and criteria. interest. Career planning is a deliberate attempt by an individual to become more aware of their skills. & How organizations design and implement their career implement their career development programs. I normal parlance the term career has both an internal and external focus. opportunities and constraints. Suggest Ms. Moreover the options to promote are limited. It is also viewed from time to tiem that the individual looks for possible new carrier option.5 ± Ms. She is planning for the promotion policy for faculty members.

I general the most effective career development program will use both type of activities Career development program are as follows: 1. Self assessment tools : these are usually technology enabled on line tools that form part of the performance appraisal system and allow the individual to identify areas of strength the best e. Career management is considered to be an organizational process that involves preparing. HR managers should be familiar with these components bemuse the managers often serve as internal consultants responsible for designing the career development system. A variety of career development activities and tools exists for use in organizations. Organizational establishing polices that provide for multiple career path options that an employee can choose from and pursue. career workshop etc 2. Some of the activities described are individuals career planning tools and other are commonly used for organizational career management. This is supported with a lot of training and development activities that are agreed to with the managers and planned carefully and executed.g career planning workbooks.towards achieving it and is viewed as an excellent personal goal setting exercise for self motivation. Individual counseling: formally the process allows for individuals to discuss this as part of the performance management process with their immediate managers and share and take feedback with their immediate managers and share and take feedback on the appropriateness of the choices and how to go about . implementing & monitoring career plans undertaken by n individual alone or within the organizational career system.

Employee can also approach career resource / talent management centers supported by HR team for more information on how to plan careers and apply for new roles and job. The employee however needs to find the time and expend the efforts away from work. these are typically called career ladders or career paths and they help an employee to identify what his options are for future growth and identify the appropriate one based on his personal skills and capabilities/limitation. It would also specify the particular qualification or special certification that the position demands. Often managers recommend relevant other managers and leaders who the employee can link with to seek advice and support. These career path would be supplemented with additional information on skills and experience that one must have for each role/job in there career path. Information services: organization has establishing policies on what skills and experience that each job in the organization requires. 4. The actual move of the employee to the new role would however depend on the existence of the job vacancy in the role. Organizations also provide for formal ³mentoring programs´ to which an employee can enroll and sign up a mentor who can then provide the support and counseling on the best career option and how to go about it achieving it. Large MNC¶s also encourage the reimbursement of these expenses as an annual fixed amount on successfully the exam / certification. 3. Initial employment programmed organization also run internship and apprenticeship programs wherein the individual aspiring to do a particular job . Jobs with similar skills and experience are clubbed together to create parallel career paths.pursuing it. An employee aspiring to purpose a career option would need to dedicate time and efforts and the expenses towards acquiring the same.

tuition refund plans. Development programs focus the efforts of the employee towards helping the employee to achieve his career goals. in the company is going well? y What practices in the company they think are not doing well? y Get the feedback on managerial effectiveness. all prove effective tools to help the individual along. . Q. in housing training. 6. So he can achieve his career plans. job rotations program. The assessment centers.can spend some time as a temporary employee to explore interest and skill fitment for the job/role 5. Through the use of assessment center organizations can help an employee identify areas for improvement and means of building those skills. Suggest the suitable method to collect the employee opinion and explain the method.6 ± ABC is an organization that wants to revise the HR policies. Organization assessment programme: it can proactively establish formal process wherein an employee can volunteer to participate and understand himself/herself and his/her strengths. Before doing that it wants to have some details about following: y What the employees think about company? y What do they think. Certain organizations offer psychological testing instrument which profile the employee¶s strengths and roles and responsibility he/she will best fit into.

if they feel they are being ³short changed´ in any way.6 Employee survey techniques have developed significantly over the past few years. In the past.A. the employee they interact directly with is ³the face´ of that organization and heavily influences how they feel about the organization. but for the employee as well. When was the last time you went out to a restaurant for a special meal? Regardless of the quality of the food and the price. Consumer choice has also brought greater competitiveness to the market and in many situations it is difficult for an organization to differentiate itself from the competition in terms of production range. the main differentiator for organizations has to be the quality of service that the customer receives. Following on this same principle. If the customer is happy. This in turn means that many have very high expectations and. causing organizations to increase the amount they spend on engaging new customers. In the eyes of the customer. you forget how good the food was and you will probably not visit that restaurant again. there is a significant amount of survey demonstrating that employees have the greatest single impact on customer service. higher employee satisfaction levels can come about as customer satisfaction and business performance levels increase because of the pride and kudos that come from working for a successful company. which naturally improves the organization¶s overall business performance. Customers now have a greater range of choices than ever and are becoming increasingly better informed. This reduction in consumer loyalty can create difficulties in retaining existing customers. . It is vital for every interaction to be a positive one. Now many enlightened organizations see HR and employee surveys as a powerful business improvement tool. not just for the customer. quality and price. This may well result in people buying from you because they engage with specific individuals and the service/ attitude they offer. they take the initiative and switch their allegiance. if the service was poor. any HR driven initiative was seen as tactical and of little real benefit to the organization as a whole. with web based technologies it is easier and cheaper than ever to collect and manage data. As a result. they spend more money. Likewise.

Alignment of employees behind organizational rebranding and repositioning efforts. shareholders and other corporate ³investments. acquisition/downsizing. product/brand development and customer segmentation.    Internal customer service evaluations. the following types of survey programs are also gaining in popularity:      Combining employee and customer satisfaction studies. merger. This means considering employees as a key stakeholder group in the same way as customers. This leads to a critical need to understand and proactively manage the impact that any change will have on your employees in order to protect the investment made in them. flexible. Evaluation and design of different benefits schemes. people practices were found to have a significant impact on improvements not only in employee satisfaction. In many cases your business IS your people.Research shows that the most successful organizations have satisfied. etc. . in turn they are more likely to be supportive of the organization¶s products. One approach is to proactively use employee survey to understand what the key motivators and dissatisfies are for them.g. However. Managing employees through organizational change programs (e. The most successful organizations get the most from their employees because they consider them to ³their greatest asset´ and they are prepared to invest in them in the same way as they invest in technology. motivated. Procedure/policy evaluation. Different Types of Employee Survey Programs Annual climate and employee satisfaction surveys are by far the most popular kind of employee survey activity. Alignment of employees behind new product development. strategy and goals. committed and well-trained employees who believe that they are able to personally contribute to the success of the organization. Internal communications evaluations. but also in the organization¶s productivity and financial performance. The critical link between employee satisfaction and organizational performance has been clearly established in many independent and academic studies.).

. All employee survey programs need to be seen as a company-wide initiative that is driven by managers and employees from across the whole organization and not something that is solely initiated and managed just within HR. it is vital to define a set of objectives for the survey. In this way. improvements resulting from the survey can be seen as improving customer service and overall business performance. to meet the desired objectives.Defining Employee Survey Goals and Objectives Before starting on a staff survey process. its results and improvements be raised and managed among employees?  How will the progress of improvement actions be reviewed. you will need to consider the following:   Are all employees affected and should all employees need to be involved? Will changes and improvement action be required at different levels across the organization?   How will managers and employees be engaged in the improvement process? How will awareness of the survey. You are looking to pursue a subject in real detail. though. Without these objectives. Deciding on the Appropriate Survey Methodology Defining objectives at the outset will help to determine the methodology because. It is essential. Qualitative research is most appropriate when:   The research involves relatively small groups of people. monitored and communicated over time? Quantitative and qualitative research methods can both be highly effective in employee surveys. It is therefore vital that any defined objectives for a survey are business related. to ensure that the correct methodology is used for the type of survey being conducted. the survey program will lack focus and it will be difficult to raise enthusiasm for the survey among your key influencers and decisionmakers.

You want to be able to compare performance against other external organizations. Employee Satisfaction Surveys It is worthwhile examining employee satisfaction surveys in more detail given that they are the most popular type of employee survey.   You are trying to seek the connections between issues. customer satisfaction data). Census or Sample . There are occasions when both methodologies can be effectively combined. The survey needs to cover a large number of different subjects. You are trying to understand root causes of a feeling rather than just the symptoms of issues. Employee satisfaction surveys are the most common form of quantitative research. You want to identify correlation with other survey data (e. It is important to have robust numerical data. you may decide to use focus groups before designing the survey in order to determine the survey content and/or pilot questionnaire. You are surveying particularly complex issues. For example. You need to have measurable comparison data between different groups. Then you may also want to use qualitative research after the survey data has been collected to better understand the meaning behind the quantitative results. You are looking for the flexibility to move between subjects dependent on how participants respond.g. Face-to-face individual interviews and focus groups are the most common forms of qualitative techniques used in employee research. Quantitative research is most appropriate when:       Large numbers of people need to be included.   You are attempting to determine strength of feeling on a certain subject. in an employee satisfaction survey.

particularly at the outset of the program and we recommend developing a communications plan that covers the following stages:     Pre Survey During the Survey Post Survey Between Surveys When developing the plan. If they do not think that their manager/supervisor believes in the survey. there is a need to consider the different messages that you want to give to the different audiences and what are the most appropriate communication channels for reaching those audiences. This is mainly due to the need to drive through improvement action planning at local levels which requires frontline managers to be provided with their own reports. Evidence overwhelmingly suggests that a census survey is most appropriate for employee satisfaction surveys. The whole process is then derailed before it starts. a commitment to administer it properly and to act on the results. it is important for first line managers and immediate supervisors to be positive role models for the survey so that when they interact with their staff. . Communication Employee buy-in is critical to the success of the survey. they are more likely to participate by completing it and will become actively involved in the follow-up improvement action planning process. the next thing to consider is whether there is a need to survey all employees (³census´) or just a subset of them (sample´). By undertaking a sample survey. This is important because employees are usually heavily influenced by their immediate supervisors or line managers. For example. then neither will they. there may either be not enough responses to provide a report or the number of responses may represent too small a proportion of the whole employee population to be considered statistically robust.Having defined your survey objectives. This is another strong reason for a census approach rather than sample. Communication is critical to getting this employee buy-in. they demonstrate active encouragement of the survey. If they believe that improvements will result from the survey.

rationale for the survey and how the results will be fed back        Use an independent.AN INTRODUCTION TO EMPLOYEE SURVEY TECHNIQUES Planning for Employee Satisfaction Surveys The following outlines some of the factors that should be communicated at each stage of the process: Pre Survey  Objectives of the survey. third-party agency for data collection and analysis Timing of the data collection Senior management commitment to the survey Importance of getting a good response rate so that all employee opinions are heard Importance of participation Methodology to be used Assurance that the study will protect anonymity and preserve confidentiality During the Survey        Reminder of the objectives and assurance that action will be taken Assurance that individual surveys cannot be seen Regular reminders and a notice of when the survey completion period will end How the results will be acted upon Update on current response rate Reinforce the importance of participation How employees can participate and what employees should do if having problems accessing or completing the survey  Reinforce anonymity and confidentiality of the results Post Survey .

. or their inability to link the improvements back to the survey. However. Lack of awareness of improvements among employees. especially since many employees generally believe that little or no improvements are generated from employee surveys. Business Units/Divisions) Detail on how employees should get involved in the improvement action planning process    Local results and local improvement action planning Provide top-level summary results Reminder of the action planning process Between Surveys    Highlight and recognize successful examples of action planning and progress made Recognize the contributions of teams and individuals to the action planning process Senior management endorsement and support of the final action plan/survey outcomes    Detailed plans for the next survey Highlight any areas where action cannot be taken and the reasons for this Highlight the impact of action planning on customer service and business performance An effective survey will enable you to see where your company stands on each of the following factors of employee engagement and satisfaction: 1. Compensation to measure employee perceptions of pay and benefits. the perception that little action has been taken often is not true. Improvement action is the most important part of the survey process. on each of the factors listed and for communicating the actions taken back to employees. It is the period between surveys that are the most important for determining the appropriate action. 3. Culture of leadership and accountability. 2. Communications by effective management and 4. Commitment to assess employee engagement.   Thank employees for participating and communicate how results will be shared Final response rate (Company wide vs. This is one of our biggest challenges. lead them to believe that nothing positive is happening. if any.

 Ensures all respondents answer every question they are asked. However. Electronic and Web-Enabled Increasingly. or have access to. before deciding that this is all too good to be true and that a web-enabled survey is the best option. organizations are starting to move towards electronic methods of surveying their employees and the most common method is hosting a web-enabled survey. a PC that has external Internet access? Are all of the employees sufficiently computer literate to complete a web-enabled survey?  Do you have field-based employees and.Branding the survey and subsequent action planning activity with a name and/or a logo is another way of raising the profile. employees can link the results of improvement actions back to how they responded in the survey. Availability of real time response rates. especially if the name or acronym is used consistently throughout the survey process. In this way.  Allows employees to be routed to certain questions based on their type and/or their responses to certain questions without them knowing they are being routed. consideration should be given to the following questions:   Do all employees have. if so. A short-form name or acronym can help make your employee survey more memorable. how would they complete a webenabled survey?   Can your IT Department provide the necessary assistance with the survey? Is the culture in place for it and would it adversely affect the response rate if the survey were web-enabled? Questionnaire Design . This type of survey offers many benefits including:    Cheaper and easier to administer than a paper-based survey. Giving each respondent a unique access password prevents employees from completing more than one survey.

The design of the questionnaire is important as it can have as much influence over the response rate as the method of completion. Survey Completion Online surveys can generally be completed in a 1-2 week timeframe. This will allow time for employees who are on holiday or away from the office for another reason to participate in the survey.e. Only ask questions that employees can reasonably answer. It must only include questions that will provide relevant and actionable information to the organization. .  It must include questions that will allow employees to provide improvement ideas and suggestions in the form of free text or verbatim comments. A two to three week period should be allowed for survey paper-based completion. The shorter the time frame given the better the response. although participation should be monitored in real time so as to decide when to send reminders and thereby maximize employee participation. As part of the questionnaire design process. and be measured against.  It must strike the right balance between addressing the needs of employees and the needs of the organization. the survey objectives. an effective consultancy provider will collate data to highlight some of the key employee-related issues in the organization.. At the start of each new project. caution should be given to making deadlines too tight so as not to alienate people on leave. The elements of a good questionnaire are as follows:  Each question must directly relate to. managers with a real interest in using the survey results) in order to obtain their feedback on the subject matter and content that should be included in the questionnaire. it can be valuable to conduct focus groups and face-to-face interviews with employees and key survey stakeholders (i.      It must be easy to complete and not attempt to ³trick´ employees. with an additional week set aside (but not advertised internally) for the inevitable late returns. It should have similar questions grouped together. Take no longer than 15-20 minutes to complete.

. Employees must not be expected to complete the survey on their own time (unless they specifically want and choose to. The key incentive In contrast to the weak influence of incentives. research shows that employees are more likely to participate in an employee survey if they believe that the results will be acted upon.Consideration should also be given to whether employees on maternity leave. If a paper-based survey is being administered.e. There is no right or wrong answer or blanket method that must be used and the most suitable method will depend on the organization. cutting and reporting results and each organization has to decide individually on the best method for their needs. the greater the response rate. the greater the amount of the donation). then do not conduct the survey in the first place. of course) as this would undermine the value and importance of the survey. Another to consider is a team competitions where a prize is offered to the team with the returns. Our experience suggests that personal incentives such as entry into a prize draw do not really boost response rates. Results Analysis and Reporting There are many different ways of analyzing. sick absence and contract/agency staff should be invited to participate in the survey. The golden rule of this type of survey is that. its structure and culture. if you do not intend to act on the results. One incentive that does appear to make some difference is making a donation to a company-sponsored charity based on the response rate (i. then the distribution method needs to be carefully considered so that the maximum possible response rate is achieved. Therefore. It is strongly advised that these groups are included wherever possible. it is important to allocate them 15-20 minutes of work time for survey completion and to clearly communicate to them that they can take this time at work to fill out the survey. The subject of offering incentives for survey completion is an interesting one.

Using factor and regression analysis will highlight the most important areas to focus on from the survey results because these areas will bring the greatest overall benefits in improvement action planning.  Consider using proven statistical techniques to identify the key drivers of employee satisfaction.  Before the results reports are produced. While the data from the survey will not provide you with all of the answers you need. they will also be interested in the results at an organizational level. This will allow employees to ask questions and suggest the root causes behind the results. This will ensure that the momentum and interest that has already been generated will be maintained. ensure that managers are familiar with what they will be receiving and what they need to do with them. it is essential for the feedback of local team results.  Adopt a phased roll-out of survey results on a top-down basis so that the employees can absorb the results and are not overwhelmed by them.  Do not dress bad news up as being good news and likewise do not hide bad results.  Add interpretation to the results so that the employees can consider them in true context.Some key things to consider are:  Report the results to employees as quickly as you can after the end of the survey completion period. although this will probably not be logistically possible at an overall organizational level.  Avoid the temptation to spend lots of time overanalyzing the survey results and recutting the data in a combination of different ways. We call this ³Analysis Paralysis´ because it gets in the way of focusing attention on taking improvement action. This can be achieved by considering that the design of the survey can provide some invaluable interpretative analysis. It is as important to highlight and celebrate good results and recognize the reasons for them. The test of whether this has been successful is whether managers are able to interpret and identify the key strengths and weaknesses for their team within 30 minutes of receiving their report. Although employees will be most interested in the results for their own team.  Face-to-face feedback of results is the preferred communication method and. Honesty is important if you want to involve employees in improvement action planning as they will quickly identify anything that is trying to be hidden. .

the guiding principle of employee survey is that. One of the main reasons for this failure is the lack of a clear and coherent process for action planning throughout the organization. .neither will cutting it numerous additional ways. communicated and acted upon at the senior management level. The ideal situation must be for each manager (from senior management to the localized frontline manager/supervisor) who receives a results report to work with their team to identify and priorities three to four areas requiring improvement and then develop and implement an improvement action plan that is regularly reviewed. then do not conduct the survey in the first place. The results are intended to provide a catalyst for discussion and the best way to get behind the data is to actually discuss it with employees in teams. it is vital to ensure that:   Employees have had time to see and digest the results. The results have been discussed fully by the team and the main issues identified together with their root causes. Before proceeding with action planning. Then moving down to Divisional and Unit levels. local teams should identify and tackle the things that they have direct control over and escalate anything else back upwards. if you are not prepared to act on the results. Improvement Action Process Improvement action planning should be ³top down´ process where the priorities for the organization are identified. Although improvement action planning is the most important part of the process. You have spent time and effort getting employees enthusiastic about the survey and they now have high expectations that there will be improvement activity in which they will be involved. IMPROVEMENT ACTION PLANNING Background As noted earlier. it is also the activity that a number of organizations fail to deliver against.  There is clarity about what is being tackled at higher levels.

it is vitally important that this plan be fully documented and summarized so that everybody is aware of the content of the plan. Any ³Quick Wins´ can be identified. It is of particular importance that each of the proposed actions lead to some improvement in customer satisfaction and business performance. The four key questions to address in the Action Planning Prioritization are: y y y y How important is this issue to your employees? Is it something you have direct control over? Are the benefits of improving the situation worth the effort? Will there be a marked improvement in business performance and/or customer satisfaction? This model that can be used in conjunction with the action planning process by simply reviewing proposed actions against each of the above questions. The specific components of the plan should be as follows: y Area for improvement: What is the problem? What impact is it having on employees and customers? What is causing the problem? . Formalizing the Action Plan Having identified the key improvement areas and prioritized the improvement actions. This reinforces the commercial and business imperatives of the survey. Our recommendation is that not more than three to four improvement actions should be tackled at one time and that further actions should not be pursued until at least one of the existing actions has been fully completed.  That all members of the team are committed to moving forward. Some organizations struggle with improvement action planning because they try to tackle far too many improvement actions at once and start spreading the valuable resources they have too thinly over too many actions. To achieve this goal. it is important to determine how they will be delivered. This summary can then be used to review the progress of the plan as actions are taken as result of the plan. Prioritizing Improvement Actions Prioritization of improvement actions should be taken under consideration.

y Review Dates: Specify all of the dates when the improvement action will be reviewed. y Method of Measurement: List the data sources that will provide the information needed for improvement targets. money. y Resources: Specify and determine what individual resources are required such as personnel. y Timelines: It is important to have a target date for completing the delivery of the action. y Completion Date: The date when the action was finally completed. but they are responsible for ensuring that the delivery does actually happen. materials or support from other parts of the organization. Also. y Action Owner: It is important for one person to be allocated ownership for the action. y Improvement Targets: It is important to be able to determine whether improvement actions are having the desired effect by setting improvement targets. y How It Will Happen: Specify the process and activities required as part of the improvement action. . This does not necessarily mean that this person is solely responsible for the delivery of the action. keep in mind that survey data may not be your only data source for target setting and you should also consider using other HR data metrics and customer satisfaction data. Ownership for actions should be spread around the team so that no one person is overburdened. The survey can be used as a source for this by pulling out appropriate questions and setting targets for improving the results to these questions in the next survey. This sets the focus that any target delivery date is realistic and achievable and it may be stretched if not met. y Review of Progress: This step should be completed after each review to outline the progress made against the action.y What Needs to Happen: Specify the specific improvement action that is required to address the problem.

y Impact: Completed after the action has finally been delivered to define the impact and difference that the improvement action has made to employees. the review can be used to determine new improvement action areas to focus on. The final part of the review is to re-confirm targets and timelines and check that all members of the team are happy with the progress that is being made. it is more important to identify the corrective action that is required to bring things back on track. If an improvement action is not producing the desired results and an alternative action route cannot be identified. enables progress to be tracked and identifies any barriers that may exist. it is vital to also review the parts of the plan that are not working well and determine what needs to be delivered differently. If any improvement actions have been completed. . move on and tackle something else. so as well as understanding and celebrating any successes. Reviews are intended to be a learning experience and not for repeating mistakes. although we would recommend that they take place at least quarterly (maybe as part of a normal team meeting). The frequency of review is largely determined by the target dates specified for improvements. Reviewing the Action Plan Regular review of the action plan is perhaps the most important element of the improvement action planning process because it ensures that the momentum is being maintained. it is important to understand the reason for this. customers and the business overall. Rather than unnecessarily attributing blame to individuals. If any actions have not progressed in the way that they should or as fast as they should.

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