| Organization Communication Problems?So,
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| | about putting the survey on a local
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| your organization is suffering from poor
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| | intranet or internet web server.To make
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| communication practices. John complains
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| | filling out the form easy for people,
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| that his boss never tells him anything.
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| | have it so that the form can be completed
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| Sally is expected to come up with sales
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| | online. If this is not possible, either
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| targets without being briefed on this
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| | send the form by email or put it on an
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| year's company strategy.Where do you
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| | accessible server from which people can
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| start in improving ineffective
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| | download it. If your survey respondents
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| communication between people? A good
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| | are not comfortable with technology, then
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| first step in fixing communication
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| | be wary of online options and provide
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| problems in any organization is to survey
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| | plenty of employee support if you decide
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| employees. Even if there are no obvious
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| | to go down that road.Inducements and
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| problems, surveys can help get an
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| | RemindersSurvey participation rates are
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| organization to the next level of
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| | typically ten percent or less. You can
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| performance.What are the benefits you
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| | dramatically improve on this completion
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| would expect to see in conducting a
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| | rate by conducting some simple follow up.
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| communication survey and acting on the
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| | As you get closer to the survey cut-off
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| results? Well, you could experience some
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| | date (of course, you will have publicized
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| of the following:*improved employee
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| | that date with your survey), send out an
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| satisfaction
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| | email reminder or have someone call the
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| *lower turnover
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| | respondents personally. Advertising a
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| *reduced absenteeism
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| | prize to go to the first to complete the
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| *less political infighting
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| | surveys will also increase the
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| *greater levels of manager-worker trust
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| | participation rate.Distribute resultsOnce
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| *reduced defect rates
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| | the results are in and analyzed,
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| *higher customer satisfactionA well-run
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| | distribute your findings first to your
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| survey can give your organization these
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| | client managers and then to employees.
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| benefits. However, a poorly conducted
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| | Withholding results from employees will
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| survey can have the opposite effect.
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| | only breed cynicism and distrust and make
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| Surveys badly planned, rolled out and
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| | your next survey all that more difficult
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| followed up can actually increase
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| | to get a satisfactory response rate.Break
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| employee cynicism and resistance to
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| | down your results into meaningful groups,
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| change. It may also worsen employee
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| | such as by department or by region. The
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| turnover and absenteeism. And this
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| | reporting groupings need to be small
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| impacts on customer satisfaction and your
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| | enough that people can identify with the
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| bottom line.Communication Survey TipsSo,
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| | group enough for a meaningful action plan
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| what do you need to consider before
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| | to be developed.Be prepared for some
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| rolling out your survey? Here are seven
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| | kickback from defensive managers. Frank
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| useful tips to get you heading in the
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| | employee feedback is both confronting and
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| right direction.Question typesInclude in
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| | jarring, especially for those managers
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| your survey questions requiring limited
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| | not used to it. Use your best
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| tick-the-box responses, such as Yes/No
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| | facilitation skills to deliver the key
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| and Strongly Agree/Agree/Disagree
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| | messages. If you are in a politically
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| Strongly Disagree. Including these
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| | charged environment, use a professional
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| questions will allow you to perform
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| | facilitator to perform this sensitive
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| quantitative analyses that you can use to
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| | task.Follow up and RewardsA survey
|
| compare results between different
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| | conducted with no plan for action is not
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| demographics and to use as a benchmark
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| | only a waste of resources but will leave
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| for future surveys.However, just as
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| | employees asking why they bothered to
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| importantly, allow provision for free
| |
| | feedback to managers how they felt. Work
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| form comments. Everything that people
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| | with each manager to construct an action
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| will want to say will not fit into your
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| | plan that they agree with. Remember, it
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| pre-packaged boxes. A good idea is to run
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| | is the manager that will be implementing
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| Focus Groups with a random sample of
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| | the plan, not you. Get back with each
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| survey respondents after the survey forms
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| | manager three or six months later to
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| have been collected and analyzed. These
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| | review how they are progressing with
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| discussion groups are invaluable in
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| | their plan and report the results to the
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| performing a sanity check on your results
| |
| | organization. As you see communication
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| so far and in teasing out issues that
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| | practices improve across the
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| have surfaced in the written
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| | organization, make sure that managers get
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| survey.AnonymityGuarantee absolute
| |
| | rewarded.By following the above tips,
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| anonymity for the people completing the
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| | you're sure to get the most benefit from
|
| survey and make this clear in the survey
| |
| | your employee communication survey. The
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| instructions. Some employees will either
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| | key is to leave room for free form
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| not complete the survey or give sanitized
| |
| | comments on the survey form whilst
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| answers if they believe that their
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| | guaranteeing that participants will not
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| identity will be disclosed with their
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| | be identified in the results. Make the
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| answers and comments.Sample sizeShould
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| | survey accessible and follow up to ensure
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| you survey the whole organization
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| | that a sufficient number of people
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| department or a select group? Preferably,
| |
| | respond. You can maximize your response
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| survey all employees as this gives
| |
| | rate by offering rewards. After analyzing
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| everyone a sense of being listened to. If
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| | the results, distribute to all employees.
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| the organization/department is
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| | A survey report ignored is a survey
|
| excessively large or budget is tight,
| |
| | wasted, so develop an action plan and
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| draw a random sample from each of the
| |
| | follow up with managers.2006 © Business
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| demographic groups that you will be
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| | Performance Pty Ltd. All rights
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| reporting on.If your selection is not
| |
| | reserved.Vicki Heath is the Director of
|
| random, the survey results will not be
| |
| | Business Performance Pty Ltd, a company
|
| representative and you will lose
| |
| | providing practical online information
|
| credibility with your client managers and
| |
| | and resources in a range of business
|
| employees. If a demographic group
| |
| | areas, including employee surveys. Her
|
| comprises 50 people or less, you will
| |
| | company's guides, tools and templates
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| need to survey 100 percent of the people
| |
| | assist organizations engage and develop
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| within that group.Mode of deliveryIf the
| |
| | people, manage organizational change and
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| people completing the survey are small in
| |
| | improve project delivery.Available tools
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| number and at the one location, then
| |
| | include a ready-to-go Organization
|
| hardcopy distribution will not be a
| |
| | Communication Assessment Survey. This
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| problem. As the number of respondents
| |
| | survey in the familiar Microsoft Word
|
| increase and the locations become more
| |
| | format is customizable and is packaged
|
| dispersed, give more consideration to the
| |
| | with a comprehensive Consultant Guide.
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| need for electronic distribution. Think
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| |
|
