Every employer cares about collecting employee feedback. And employees find it very important to be heard by the management. Yet the annual employee satisfaction survey (ESS) feels like a burden in many organizations. How is that possible?
Well, to give the answer straight away: this is almost always due to the frustration about the traditional way of measuring. The employee satisfaction surveys are very boring, take a long time, and even more importantly: they are only annual. Annual measurements only show us snapshots. They especially show how an employee feels at the time of measurement. Usually it also takes a while before the results are known by management. Therefore the results show – logically – an outdated situation. Annual measurements are thus boring and not very reliable. And that often leads to frustration.
We believe that this can and must be done differently. And we are not the only ones. More and more companies take the step from traditional annual surveys to pulse or continuous measurements. That makes us happy! 2DAYSMOOD predicts for 2019 that many more organizations will follow. Why?
Read below the 3 reasons why organizations will stop the annual MTO in 2019.
‘For the success of your organization it is more effective to focus on the engagement of your employees, rather than just their satisfaction.’
1. Extra attention to what employees find important
Due to the long-term use of annual employee satisfaction surveys, many organizations have collected enough data, useful for internal benchmarking. Also, providers of employee surveys often offer external benchmarks within the same or a comparable sector. These data provide context, show a trend line and provide support. Management and HR attach great value to this data. And that is very understandable. Moving away from the traditional annual survey might mean the loss of this benchmark. It is therefore the most common reason to stay with the traditional provider.
However, fewer and fewer organizations believe in the possibility to compare their organization one-on-one with another organization within the sector. Every organization has its own organizational culture. Instead of looking at others, it is thus much more important to focus on your own situation and to ask questions like:
- Are our employees ambassadors?
- What do our employees consider most important for their job satisfaction?
- What do we want to achieve?
That is why we advise to measure both satisfaction and importance in an internal survey. The satisfaction score then reflects the current situation, and the importance score the desired situation. The latter is thus your internal benchmark. In our view, your own employees determine the objectives. Setting priorities is a lot easier for HR and team leaders in this way. The most impact can be made in the areas where the negative difference between the satisfaction score and the importance score is the greatest.
Of course it is possible to use an external benchmark. Our employee Net Promoter Score (eNPS) is an internationally validated question that can be used as an external benchmark and tells you to what extent your employees are also the ambassadors of your organization. In our opinion, this is the KPI that you as an employer should focus on.
2. Measuring more than just satisfaction
Do you know the difference between satisfaction and engagement? Many companies actually only measure satisfaction. “Stop this immediately!” says Bas Kodden, professor at Nyenrode University and author of the book Hoe word jij een HELD (How to become a HERO). Satisfaction only says something about the past, but says nothing about the future and the degree of action of your employees. Engagement does measure this.
One of the most striking differences between the satisfied employee and the engaged employees is the difference in behavior; where satisfied employees can behave conservatively, expectantly and sometimes themselves defensively, the engaged employee has energy and takes the lead in your organization with pleasure (Kodden & IMPACT on the job, 2018). For the success of your organization it is therefore more effective to focus on engagement, rather than just their satisfaction.
3. Autonomy: make everyone the owner of his or her data
There is a chance that you have had to wait a while for the results of the employee satisfaction survey. Often the management and HR ultimately get the results of the annual satisfaction survey packed together in a thick report. Often an abundance of data that is difficult to interpret. Moreover, after the long wait for the report, other issues might have emerged.
Innovative players in the field of continuous measurements and employee feedback tackle this very differently. The results of the measurement are presented in a clear and attractive way that also works activating. Data is available in real time and the data display is kept simple and manageable.
In addition, the feedback of the data takes place at every level of the organization; at organization, team and personal level. So everyone is the owner of his or her own data. The collected feedback provides employees with autonomy, supports action and encourages personal leadership. Moreover, this positive change motivates employees to participate in the research.
2019: renewed employee survey
In order to carry out an efficient employee survey, it is important that this is done in an attractive way. That is why 2DAYSMOOD has developed a 15 second survey that is short, simple and fun for employees. Our user-friendly measuring method with effective and relevant feedback ensures that employees remain inspired to continue participating in the survey throughout the year. Employees invest a total of 13 minutes of their time each year and thus offer you as director, HR or team leader all the necessary information to build a positive organizational culture.
We are happy to tell you more about our innovative MTO/MBO, philosophy, working methods and practical cases within various industries!
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