OUR

MODEL

There are two parts. Platform and Content.

Platform

Typically, employee satisfaction survey is initiated by Company and is invariably done in house through an externally engaged survey company to ensure impartiality. The survey is carried out either via hard copy questionnaires or on line.

This is a completely different approach. Here, employees are encourage to participate in a survey, on line in an open forum and the results (assuming there are sufficient inputs from employees) are there for all to see; including other employees, potential new employees, employees of another company, employers of course and other interested parties.

Content

When we work for a company, we come into contact with a whole network of people, get soaked in its unique organization culture; carry out work within the framework set by its practices, processes, policies, tools, systems and many more other aspects of the organization which in totality affects and shapes our perceived employment experience with this company. The collective experience is the basis upon which employees determine whether this is a good or bad company to work which in turn directly affects their satisfaction and performance.

It is possible to distill, describe and compare the quality of work/employment experience of the employees by looking at a collection of factors will determine ones total employment experience.

Employee satisfaction surveys come in many forms as each service provider takes a different perspective and explore different dimensions of the relationship between companies and employees. Essentially they vary in scope – the choice of dimensions will decide the width of coverage; and depth – how much detail to go into each dimension.

We hold some views in the development of OhMonday.

Survey overlap : while it is true that companies can choose amongst different employee satisfaction survey companies to find what best fits its requirements and even ‘tailor make’ their surveys; there is actually a significant overlap between the different employee satisfaction survey questions put up by different companies.

Comprehensive coverage: OhMonday ventures beyond the traditional people practices and ‘how good is my boss and team’ arena and takes a broader view of the organization. The reason is simple. Employees’ satisfaction and performance are determined by what the company does in many areas and not just on the people practices front.

Real time: information is more useful and powerful when it is real time than getting it once a year or bi-annually as what typically happens in employee satisfaction surveys. Today the field of employment is one that is in a constant flux of change and companies has to stay ahead of the game, predict change before it happens and take swift actions to keep its workforce engaged.

No one has an overview: with typical employee satisfaction surveys, the benchmark data (other companies whose results one compares with) are restricted to those who participates in the same type of survey. In short, different surveys companies each holds pockets of data, some bigger than the others, but no one has the complete overview. We hope this will change one day.

SURVEY

OVERVIEW

The survey covers two main parts:

Part 1

a. The Employment Experience Satisfaction Profile copyright © OhMonday.com : 4 dimensions and 28 survey factors

The heart of the survey, elaborated in details below

b. Survey on the 3 factors choice

We ask employees what factors are important to them from Part 1a and in what areas do they see the company’s strengths as well as improvement areas. This will be helpful for the company to get a quick grasp on the top factors from the employees’ perspective from which to focus on.

Part 2

a. Survey on the 3 Satisfaction questions.

What employee think of their company though important, but attention should be drawn on, what is their current level of commitment towards it? Will they stay? Will they want to recommend it to others?

b. Overall Company Rating.

This summarizes the overall employees’ perception of the company in terms of its attractiveness as a company to work for.

c. Feedback & comments

Here we ask employees for their feedback on several questions which will give interesting insight into the perception of the employees on the Company

Part 1a - The Employment Experience Satisfaction Profile copyright ©2008

Companies come in all shapes and sizes, is a dynamic organism constantly interacting with both its internal and external environment and they are inherently complex. One needs to examine multiple dimensions, factors and variables to truly understand the working and make up of a Company.

A line has to be drawn somewhere and a balance struck between scope of coverage, relevance, and focus. This collective set of 28 factors covers the key elements that shape and determine employees’ employment experience with a company and each factor has varying degree of impact on the employees’ satisfaction and performance.

Dimension A : Employee Concern

Ask most new employees what are the first few things they would most like to know about a Company and you will hit this list. These are of their immediate concern. Most employees’ interest however, extends well beyond these areas as they know their daily work life and experiences are also affected by the actions of the company in many different other areas which are covered in dimension B to D.

The factors are :
 

• A1 - Work atmosphere

• A2 - Work environment

• A3 - Remuneration

• A4 - Benefits

• A5 - Training & development

• A6 - Respect

• A7 - Job stability & security

Dimension B : Employee Engagement

What a company does on these factors and how they do it will play a key role in shaping employees’ involvement and engagement. It centers on what job are given to the employee, how much information is provided, how it is carried out and how expectations are set, measured and rewarded. While organization will have policies and procedures governing these areas, the employees’ immediate supervisor will play a key role in determining the kind of work experience perceived by the employee as he/she links all the elements together through the performance management process and their on-going supervisory roles.

The factors are :
 

• B1 - Job design

• B2 - Work information

• B3 - Work load & effectiveness

• B4 - Reward & recognition

• B5 - Accountability

• B6 - Performance management

• B7 - Communication

Dimension C : Organization Management

The key here is how a Company organizes itself to reach its business goals and deliver business results. Start off with a good strategy, put it in the hands of able leaders to organize people and resources in the right way to implement the strategy. At the same time, support strategy deployment by having the right system and measurement in place within the framework of a planning & control system will be the key. While these areas at first glance may appear to be remote from the average individual employees, each and everyone has an impact on the perception of employees’ satisfaction and performance. Imagine a company with too much or wrong measurements, weak leaders and poor work systems.

The factors are :
 

• C1 - Strategy

• C2 - Leadership

• C3 – Organization structure

• C4 – System & measurement

• C5 – Planning & control

• C6 – Risk & innovation

• C7 – Hiring & retention

Dimension D : External Orientation

The modern employees are no longer inward looking, concern with only what happens around them within the company. Their perspective are broaden, expectation raised and they take an interest in how the company interacts with, reacts to and define its purpose and values to its external environment and how successful the company is along the way.

The factors are :
 

• D1 - Value & mission

• D2 - Ethics

• D3 - Community & environment

• D4 - Customer focus

• D5 - Business performance

• D6 – Quality & improvement

• D7 – Change capability

Summary :

This is another way to view the four dimensions, a vital part of the EESP system

At its nucleus is the employee. While dimensions A-Employee Concern & B-Employee Engagement have the most impact on the employee’s perception of employment experience and determine employee satisfaction, it is not complete without looking at what the organization does both on dimensions C & D. Each of the dimension and its associated factors has an impact and each company differs in their workforce engagement strategies as they placed different emphasis on different dimensions and factors and what they do within their areas of emphasis.

The factor survey uses a unique two dimensional approach with both the x (horizontal) and the y (vertical) axis. The rating descriptors are presented in a spectrum from left (negative descriptor) to right (positive descriptor) for the x axis and likewise from bottom (negative descriptor) to top (positive descriptor) for the y axis. As the factor is rated along both the x and y-axis, employee rating will fall into one of the four quadrants on each factor. This adds depth and insight to the factor surveyed. The subtle difference is what makes it important. Take ‘Training & Development’ for example. There is a tendency to lump these two as one. We look at the provision of training to enhance required job skills versus career development initiatives which in many cases, involves initiatives beyond skill training. From another perspective in actual fact, 56 factors (2 times 28 factors) are being surveyed.

BENEFITS

The Employment Experience Satisfaction Profile (EESP) will provide valuable information on individual companies covered in the survey.

EESP will help: