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May 27, 2003

Using Employee Opinions Effectively When Designing HR Programs

For years, many organizations focused on how to become the "employer of choice" to attract and retain the best talent. Articles abounded on how to develop the right work environment or offer the most competitive compensation programs.

It is the understanding of our employees' expectations, however, that proves most effective in becoming the employer of choice. Employee opinion is one of the most powerful resources available to human resources professionals. This week, we explore methods of harnessing those opinions.

CONVERSATION

The simplest method of collection is informal conversation. A culture that not only tolerates but welcomes feedback as a source of fresh ideas is one that takes the first step towards utilizing the viewpoints of its employees. An HR practitioner in such an organization uses other means as formal reinforcements of established opinions, rather than for a first look.

FOCUS GROUPS

Focus groups take conversation to the next level, brainstorming on particular issues. Whereas a survey might highlight dissatisfaction with a certain policy, a focus group on that policy gives HR insight into the thoughts, feelings, and motivations behind the opinion. It helps to know that employees dislike their benefits, but an understanding of the plans they're referencing as a basis for comparison can make that information useful.

An optimal focus group consists of 10-20 employees informed well in advance about the specific issues they'll address. A facilitator should guide discussion, call on members to speak, and record pertinent points on a flipchart.

SWOT ANALYSIS

SWOT analysis goes beyond the traditional focus group idea. The focus group has more of a free flowing discussion, whereas SWOT analysis focuses the group on very specific issues. First, the Strengths of the organization are explored. Second, the Weaknesses of the organization are discussed. Third, the Opportunities for improvement are explored, creating a "wish list" for the future. Finally, Threats to improvement are explored. These threats include anything internal or external that may prevent the organization from initiating change.

OPINION SURVEYS

While focus groups and SWOT analyses explain the reasons behind opinions, employee opinion surveys are often more efficient means of extracting the opinions themselves. For an organization with an employee base that is large and/or geographically dispersed, surveys may be the only feasible option.

Means of collecting employee opinions vary. While a Web-based survey is optimal for a technologically savvy corporation, it could fail in others. Telephone surveys and the tried-and-true pen-and-paper survey are other options. Each organization must consider its audience when shaping each aspect of its survey.

A survey's size impacts the response it garners. Somewhere between thirty and sixty questions is perfect. Any more typically drive response rates down due to respondent fatigue.

Language is another important consideration. Both the reading level and the native tongue of an organization's employee base are keys to crafting effective questions. Be prepared to reformulate or translate a survey to take the entire organization into account.

While a survey can be used as preventive medicine when asking questions about a wide variety of issues, it can also draw out responses on subjects known to generate dissatisfaction. If HR gets wind of rumors about a particular supervisor, or notices a high turnover rate in his or her area, a survey may be able to pinpoint what's amiss.

After an organization's first survey, it will be difficult to draw definitive conclusions beyond extreme positives and areas for enhancement. In further years, trend analysis will be possible as opinions change or persist on key issues. After the first survey, focus on extremes. Where did the organization receive its lowest marks? Seek out those areas to follow up on a particular issue promptly and visibly. This will show that you're willing to respond and build faith in the survey for years to come.

Whatever form a survey takes, it is destined to fail unless employees have faith in its confidentiality. It is strongly recommended that a third party conduct the survey, as employees are often suspicious that opinion surveys are tools of an organization's Thought Police. Honest feedback can't be elicited if employees feel their opinions can be traced to them.

Follow-through is vital. A complaint we often see in the comments section of opinion surveys reads, "I don't think this makes any difference. We do this survey every year and nothing ever happens." If you don't want to know about a certain issue, or aren't in a position to effect change once you do, don't ask. Focus on what matters and can be acted upon.

A response rate of 70% or more is optimal. Baruch College's Professor Allen Kraut, quoted by WorldatWork, notes that "management confidence in the results [of opinion surveys] slips sharply when fewer than 65 percent of those invited take part." The wording, size, and format of surveys, as well as the culture that promulgates them, will impact the response rate.

After a survey, a broad overview of findings and the next steps management will take should be shared with employees. This assures employees that their voices have been heard, and that their supervisors are serious about making the necessary changes.

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ISSN Number 1549-0467