Employee Satisfaction Survey
The employee survey (i.e., employee satisfaction surveys) should form the backbone of any employee engagement initiative. The first step to improving anything is to measure it, and employee satisfaction and employee engagement are no different.
But too often, despite a considerable investment in time and money, employee surveys fail to move the needle of engagement.
ATL Global’s Employee surveys adhere to three basic guiding principles:
- Annual—your employee survey should be conducted at least annually, and ideally, twice a year. Do not mistake employee survey as one-off affairs. Instead, it should be viewed as an ongoing metric that constantly changes, like the speedometer on your car’s dashboard, or just like your P&L statement. Conducting surveys less than once a year means the results are more likely to be skewed by unusual events (e.g., layoffs, mergers, product initiatives).
- Accountable—survey results should be made available to all managers, and hold them accountable for the results. Most of the emotion of employee engagement comes from one’s relationship with their manager; not informing each manager of their own individual results (and how it compares again company overall results) takes away the important tool of self-awareness. Without an individual score, engagement becomes some abstract “company initiative” (or worse, an “HR issue”) instead of an everyday metric for improvement.
- Action—individual managers should share the survey results with their team members in action planning meetings. They key is to make them—the individual employees—responsible for coming up with ideas so they have ownership in the process.
The first step towards improving employee satisfaction and engagement is a well-designed survey. But survey administration is just the beginning. To get results, make sure you conduct the survey at least annually, hold front-line managers accountable for improvements to their scores, and insist that everyone be included in action planning.
ATL GLOBAL conducts numerous consumer surveys throughout the year to measure consumer sentiment and spending behaviours among its clients. Results from the surveys have uncovered and reconfirmed important consumer trends that are critical to retailers for making sound business and planning decisions.
Organizational Skill gaps analysis
A skills gap analysis is a tool we use to assess the difference between the current state and a future goal state. This tool can be used to assess the current skills possessed and identify areas for improvement. The end result helps an organization in refining and defining the skills the agency needs, now and in the future.
A typical skill gap analysis will measure the performance of an employee against a set group of abilities. The purpose of the exercise is to determine areas where performance needs to be improved. Results typically are used to ensure that each employee gets the specific training required to perform up to organizational expectations.
The overall goal of skill gap analysis is to examine in detail how well the employees measure against benchmarks set for their positions. Each skill analyzed is a portion of that overall picture. There are different types of skills attached to each position, from the critical to the desirable.
To complete a thorough skill gap analysis, it first must be determined which skills are needed. This can include currently known needs, but the process might also reveal new skills that could increase the employee's impact on the organization. Overall, it must be determined which skills would advance the organization and help it achieve its goals.