| If you don't know where you're going, you'll | | | | employees by taking action based upon the |
| probably end up right where you are. And, if you | | | | feedback. |
| don't know where you are, then where does that | | | | The Survey Process |
| leave you? | | | | There are several key steps in conducting a |
| While managers may have a strong sense of | | | | successful organizational climate survey. First, the |
| their organization's strategic direction, they often | | | | organization must determine the goals and |
| lack a fundamental understanding of the | | | | objectives of the survey process. Second, the |
| perceptions, feelings and attitudes of their | | | | organization must develop a survey based upon |
| employees. This lack of understanding often leads | | | | these goals. The next step is critical but often |
| organizations to waste their most valuable | | | | skipped - organizations must conduct an |
| resource...their people. | | | | orientation to explain the purpose and importance |
| Studies demonstrate over and over again that | | | | of the process. Confidentiality measures must be |
| low morale and lack of motivation have a | | | | explained and raters must be told what will |
| significant negative impact on productivity. A 2000 | | | | happen with the final report and who will receive |
| Gallup poll found that 19% of the U.S. workforce | | | | the results. Employees are typically given two |
| is "actively disengaged." This means that they are | | | | weeks to complete the survey and if it is |
| not enthralled by their work and feel disconnected | | | | conducted through a web-based system, results |
| from their work. These workers were found to | | | | can be generated almost immediately. |
| have dramatically higher absentee rates than | | | | The reporting phase of the process is critical to |
| engaged workers and significantly lower | | | | action planning. The report should be divided into |
| productivity rates. | | | | departments or divisions and should include both |
| Successful organizations understand the needs | | | | numeric ratings and comments. A systematic |
| and desires of their employees and they work to | | | | analysis of the results should identify specific |
| create a positive environment where people can | | | | departments or levels within the organization and |
| thrive. Organizational climate surveys are a | | | | their respective strengths and challenges. |
| powerful tool for identifying organizational | | | | Managers from each area need to set specific |
| strengths and weaknesses. The results of these | | | | goals and action plans for improvement. |
| surveys also provide a basis for effective action | | | | Everyone in the organization should receive a |
| planning for employee development and | | | | summary of the results with accompanying |
| organizational change. | | | | improvement strategies. And, all actions based |
| Organizational Climate Surveys | | | | upon the results need to be publicized. People |
| So what exactly is an organizational climate? At | | | | need to know that they spent their valuable time |
| its most basic level, organizational climate refers | | | | filling out a survey and they were heard. If |
| to employee's shared perceptions of their work | | | | employees do not feel that the survey changed |
| environment. Climate is an enduring state that | | | | things for the better, at best, they will not want |
| impacts behavior and how the work gets done. | | | | to complete future surveys and at worst, they |
| Some aspects of the environment that effect | | | | will become even more actively disengaged. |
| the culture include, morale, trust, leadership, | | | | A climate survey should be conducted on an |
| teamwork, rewards, recognition, benefits | | | | annual basis, as organizational development is a |
| compensation and conflict resolution. Basically, | | | | process not an event. |
| climate is the internal atmosphere of the | | | | Conducting your own employee climate survey |
| organization. Is it sunny and warm or overcast? Is | | | | Confidentiality is one of the most critical factors in |
| it raining or at worst, constantly storming? | | | | gathering feedback. Employees tend to be more |
| An organizational climate survey is like a weather | | | | candid and open when they know that their name |
| report that quantifies attitudes and beliefs. The | | | | will not be linked to comments and ratings. |
| results can help to create a holistic picture of the | | | | Returning a survey directly to a coworker can |
| organization and allow the company to leverage | | | | generate the perception that their results are not |
| its strengths. The feedback also highlights issues | | | | confidential. This trepidation can be removed by |
| that may be inhibiting individual and organizational | | | | dealing with an experienced third party consultant. |
| success. | | | | Also, an experienced outside consultant can |
| While individuals may feel inhibited to be open and | | | | objectively read the report without rationalizing |
| honest in one-on-one interviews, anonymous | | | | the results. Finally, professionals specialize in |
| surveys can help to identify the cause of | | | | survey design and analysis. They are able to |
| employee turnover and describe the impact of | | | | design a statistically valid survey and generate |
| current programs and policies. Surveys also give | | | | unbiased analysis of the results. |
| employees the opportunity to describe their | | | | In conclusion... |
| desired culture. And organizations can establish a | | | | If you don't know where you're going, you'll |
| benchmark for evaluating changes in overall | | | | probably end up right where you are. But if you |
| performance over time. Finally, management can | | | | know where you are, you can better determine |
| demonstrate that they care about their | | | | where you want to go and how to get there. |