Personnel satisfaction survey questionnaire. Questionnaire survey of personnel in order to identify the reasons for the decrease in staff satisfaction with their work Questionnaire on job satisfaction of employees of a cleaning company

In pre-crisis times, programs to develop corporate culture were very popular. Many managers positioned their companies as structures with a developed corporate culture and high employee loyalty. And only those for whom the concept of “staff loyalty” was truly important not only survived the crisis, but also continued to develop.

Loyalty- a benevolent, correct, respectful attitude towards something or someone; compliance with existing rules, norms, regulations even if you disagree with them.

Staff loyalty- a characteristic that determines the commitment of staff to the organization, that is, the staff’s approval of the company’s goals and ways to achieve them.

Loyal employee- an employee who wants to stay in the company for a long time; if necessary, he is ready to sacrifice personal interests for the benefit of the company; fulfills his duties selflessly and almost always does more than his job description requires; his actions never harm the company.

Lack of employee loyalty (an employee’s disagreement with an order received, a decision made, a change occurring in the organization) can be expressed in several ways:

• direct disobedience;
• hidden opposition;
• neutral position.

Direct disobedience- resolved by dismissing an employee. Hidden opposition(obstacle) - it is not always possible to even identify it. The harm from hidden opposition is almost always much greater than from direct opposition. Neutral position(indifference) - can lead to the fact that at the slightest weakening of control, the performance of immediate duties completely ceases.

It should be noted that employee loyalty directly depends on their satisfaction with working conditions. Personnel satisfaction reflects the employee's attitude towards various aspects of work, such as:

work safety;

salary;

working conditions;

status and prestige of work;

closeness with colleagues;

the company's performance evaluation policy;

general management methods;

relations between superiors and subordinates;

autonomy and responsibility;

opportunities to apply knowledge and skills;

opportunities to grow and develop.

Employee satisfaction, in turn, depends on how well the company meets the needs of that employee. To do this, management should identify the basic needs of a person that motivate him to work (professional activity) and satisfy them. As a result, the company will receive high job satisfaction from the employee and, as a result, a high level of loyalty.

About, What do staff expect from their management?, the easiest way is to ask directly, i.e. conduct a study of job satisfaction levels. Many companies invite external consultants to conduct such research, but if the number of employees is small and they are quite open to communication, you can do it on your own.

The stages of conducting a study of the level of staff job satisfaction are as follows:

1. Determining the purpose of the study.
2. Preparation of questionnaires.
3. Conducting employee surveys and filling out questionnaires.
4. Determination of research results. Analysis of the profitability of the current motivation system.
5. Informing management and staff about the results of the study. Conclusions and recommendations.

Determining the purpose of the study

The most important thing in studying the level of job satisfaction is define target, i.e. find the answer to the question “What do I want to know?”

Any survey is not just a collection of opinions, but a dialogue between management and employees. Before collecting employee opinions, you need to clearly clarify for yourself what you will then do with all this information, and how ready management is to respond. For example, you should not ask the question “How important is corporate health insurance to you?” if the company does not have the means to provide it. If the management of an enterprise received the answer “Very Important” from 90% of employees and did not take any action to provide employees with insurance, it risks losing their trust forever.

Employee satisfaction studies should be carried out in cases where:

• observed high turnover rates frames. The goal is to determine the reasons for the dismissal of personnel, to reduce the costs associated with dismissal;
• happened organizational changes. The goal is to understand the staff, improve change management processes, identify areas that require close attention;
• observed low performance. The goal is to determine the reasons for low performance, to provide department heads with solutions to optimize the organization of work;
• noted lack of loyalty. The goal is to understand what is important to employees, manage satisfaction in those departments where it is really needed, and invest effort and money in those projects that are very important.

Drawing up a questionnaire (questionnaire)

Nowadays you can find many different questionnaires on the Internet, but we advise you to compose questionnaires (questionnaires) yourself, taking into account your own research goals and the characteristics of the structure and activities of the company.

There are several general rules for compiling questionnaires. So, in the course of the study we must find out:

• what we manage - categories of working conditions;
• how significant (important) these categories are for employees;
• how satisfied are these categories from the employees’ point of view;
• categories for which there is a critical difference between the level of importance and the level of satisfaction.

All components of working conditions can be divided into categories. Below, all categories of working conditions are combined into blocks with their own names. For example, the first block contains three categories of working conditions and is called “Working Conditions”. All categories contained in ten blocks are shown using the same principle.

Block 1. Working conditions

1. Convenient work schedule.
2. Convenient work location.
3. Good, comfortable working conditions.

Block 2. Material incentive system

1. The ability to influence the reward received ().

Block 3. Administration and company policy

Block 4. Contents of the work

1. Interesting work that requires a creative approach.
2. Complex, difficult work with a high degree of responsibility.
3. Independence at work.

Block 5. Managerial interaction

1. Open discussion with the manager of problems and difficulties.

Block 6. Recognition, respect

Block 7. Team, communication with colleagues

1. Nice, friendly team.
2. Good relationship with the immediate supervisor.

Block 8. Development opportunities

1. Opportunity for professional growth.
2. Opportunity to acquire new knowledge and skills.
3. Opportunity for career growth.

Block 9. Stability, security

1. Confidence in the future.

Block 10. Corporate culture of the company

1. The presence of corporate values, traditions and “rituals” in the company.
2. Regular holding of corporate events and holidays in the company.
3. Communication with colleagues outside of work.

In accordance with a specific goal, from all of the above categories we select those for which we will conduct research.

Example

A new manager came to the company in one of the departments. He made proposals to change some processes in the company. The proposals were accepted by management and began to be implemented. After some time, several people from different structural divisions left the company, while the staff turnover rate increased to 15%. Overall performance indicators have decreased.

The purpose of the study is to determine the reasons for turnover; understand what is important to employees at this time.

So, let's look at the research process in order.

First step. In connection with the given goal, from the general list of categories of working conditions, select exactly those for which you will conduct research. For research on the described situation, blocks 2, 3, 5, 6, 7, 9 are suitable. For convenience, we place the selected blocks with the categories that they include in the table:

Table 1. Selected categories of working conditions for the study

Block	№ p/p*
2. Material system promotions		Fair and clear remuneration system
		Decent stable salary
		Availability of a number of material benefits
3. Administration and company policy		Understanding the development prospects of the company and division
		Well-established interaction with employees of other departments of the company
		Enough information about what is happening in the company
5. Managerial interaction		Clear task setting on the part of the manager
		Regular feedback from the manager on task completion
6. Recognition, respect		Recognition of the significance and importance of your work by colleagues and management
		Signs of respect and approval from the manager
		The manager’s interested attitude towards your ideas and proposals
7. Team, communication with colleagues		Nice, friendly team
		Common interests and worldview with colleagues and supervisor
9. Stability, safety		Confidence in the future
		Stability (lack of frequent work-related changes)
		Clear and timely fulfillment of the company’s obligations to employees
_________________________ * The categories in the table are numbered consecutively for convenience.

Second step. Make up questions for each of the selected categories. Please note that for each category there are two questions:

• the first determines how much a given category important for the employee;
• the second is how much of an employee satisfied by her.

For example, questions could be:

• for category “Clear setting of tasks on the part of the manager”:
• importance question: Please determine on a ten-point scale how important it is for you to clearly set tasks on the part of your manager;
• satisfaction question: Determine in percentage terms the degree of validity of the statement “I am given specific tasks”;
• for category "Confidence in the future":
• importance question: How often do you set aside funds “for unforeseen circumstances” (for a “rainy” day)?
• Satisfaction question: How worried are you at this time about the prospect of losing your job? (underline the appropriate number).

As a result, you will have 36 questions for the selected 18 categories of working conditions. From the questions received a questionnaire is drawn up. Remember - each person is individual, he will answer the questions posed in his own way. In order for the survey results to be brought to a common denominator and then to calculate the average value based on the answers of all respondents, we advise you to offer answer options for each question, one of which the employee will choose. Answer options can be in the form:

• % scale;
• digital (point) scale;
• verbal scale, for example: very bad; Badly; Fine; Great.

There are no difficulties with numbers and percentages, everything is clear here. Words should be found with a percentage or numerical correspondence. For example, the answer “Always” - 10 points, “Almost always” - 8 points, “From time to time” - 6 points, “Almost never” - 4 points, “Never” - 2 points.

For convenience in calculating the results, it is better to choose an indicator of 10 points as the maximum for answers to each question. When answering any question, the minimum score is “1”, the maximum is “10”.

The questions in the questionnaire should be arranged in no particular order so that it is possible to receive the most honest and frank answers. Along with questions for which answers will be awarded points, you can insert questions into the questionnaire for employees to express their personal opinions, without offering them answer options ( Annex 1).

Annex 1 Sample questionnaire for conducting a study on satisfaction with working conditions QUESTIONNAIRE Dear colleague! I ask you to answer a number of questions regarding your work. Comparing your answers with the opinions of other employees will allow you to draw the right conclusions about the organization of your work and its payment. Please read the questions and choose the answer that you think is most correct and mark it with some symbol. If none of the answers suits you, write your own. Please answer all questions in the survey. 1. Please determine the degree of validity of the statements: a) I know the company’s goals: c) I clearly understand the range of my job responsibilities: f) my initiative is encouraged: h) my manager is always ready to openly discuss problems that have arisen with me: j) I know the job responsibilities of each employee of the company: l) I learn about all changes in the company’s work in advance: 3. How worried are you at this time about the prospect of losing your job? 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 Clear remuneration system 2 Availability of material benefits 3 High profit payment 4 Clear task setting on the part of the manager 5 Conducting regular meetings with company management 6 Friendly relations with colleagues 7 Friendly relations with the immediate supervisor 8 Timely fulfillment of the company's obligations to employees 9 Clearly defined area of ​​responsibility for each employee 5. How often do you set aside funds for unforeseen circumstances (“for a rainy day”)? 7. Name the three most effective methods used to punish mistakes made at work, which are effectively used in the company: 8. How does the company encourage employees to make suggestions for innovations? 9. What, in your opinion, is the company's success based on? 10. What is the main reason for failure? 11. Name the two main, from your point of view, problems facing the company today: 1 Salary amount 2 Procedure for calculating wages and bonuses 3 Variety of work 4 Ability to be creative in completing tasks 5 Relationship with colleagues 6 Relationship with immediate supervisor 7 Opportunity for professional growth 8 Opportunity to acquire new knowledge and skills 9 Difficulty of tasks performed 13. It would be important for me to receive rewards for special achievements in the form of (specify in ascending order from 1 to 10) (1 is the least preferred type of reward, 10 is the most preferred): 14. What do you not like about interaction with other departments of the company? 15. What, in your opinion, is clear evidence of an employee’s unprofessional work? 16. The company is attractive to employees because... Indicate in free form those problems that were not taken into account in the questionnaire, but are of certain importance to you Thank you for your help with my work!

Conducting an employee survey

An essential element of good survey design is effective communication. After all, employees cannot be forced to participate in the study - they must do it voluntarily. The main motivation should be a real opportunity to influence the work of the company, which should definitely be mentioned when announcing the start of an optimization program.

It is advisable that the head of the company first tell the staff about the study - this will give this event greater significance. When the preliminary work is completed, you can proceed directly to the survey. Each employee of the company must fill out the questionnaire within a certain time and return it to calculate the results.

According to most experts, it is An anonymous survey gives more reliable results, therefore the employee’s name is not indicated in the application form. If you need to track changes in specific divisions in the company, you can add the “Division” column to the questionnaire.

Survey form

The form of the survey can be different (depending on your desire), for example:

• written. Employees fill out a form printed on paper;
• electronic. A questionnaire is sent to all employees by email and they fill it out electronically;
• by filling out special forms on the company’s website. An electronic questionnaire is created on the company’s internal website, consisting of forms in which answers to questions are entered (or noted). Each employee opens the appropriate page on the website and fills out a form.

The most preferable, in the opinion of the author of the article, is the written form of filling out questionnaires. By the way, the return rate for electronic questionnaires, according to consulting companies, ranges from 12% to 30%, and when filling out written forms you can achieve an 85% return.

To facilitate the analysis of the results in the future and not to forget which question was compiled for which category of working conditions, you should create a table:

Table 2. Numbers of questions in the questionnaire

Block	№ p/p		Importance		Satisfaction
			Question no.	Subparagraph number in question	Question no.	Subparagraph number in question
Material incentive system		fair and clear remuneration system
		decent stable salary
		availability of a number of material benefits
Administration and company policy		understanding the development prospects of the company and division
		well-established interaction with employees of other departments of the company
		enough information about what is happening in the company
Managerial interaction		clear assignment of tasks on the part of the manager
		regular feedback from the manager on task completion
		open discussion with management of problems and difficulties
Recognition, respect		recognition of the significance and importance of your work by colleagues and management
		signs of respect and approval from the manager
		the manager's interested attitude towards your ideas and proposals
Team, communication with colleagues		good, friendly team
		good relationship with immediate supervisor
		common interests, worldview with colleagues and supervisor
Stability, security		confidence in the future
		stability (lack of frequent work-related changes)
		clear and timely fulfillment of the company’s obligations to employees

Determination of research results

After receiving all completed questionnaires, it remains to analyze the results. To do this, it is very convenient to use the Excel spreadsheet editor.

So, in one table we enter the results of the answers that relate to the definition importance categories of working conditions ( table 3), in the other - the results of answers related to satisfaction (table 4). The article uses 10 questionnaires as an example.

Table 3. Level of importance of categories of working conditions

№ p/p

Number of questionnaires

Average meaning

1

2

3

4

5

6

7

8

9

10

Fair and clear remuneration system

Decent stable salary

Availability of a number of material benefits

Understanding the development prospects of the company and division

Well-established interaction with employees of other departments of the company

Enough information about what is happening in the company

Clear task setting on the part of the manager

Regular feedback from the manager on task completion

Open discussion with management about problems and difficulties

Recognition of the significance and importance of your work by colleagues and management

Signs of respect and approval from the manager

The manager’s interested attitude towards your ideas and proposals

Nice, friendly team

Good relationship with immediate supervisor

Common interests and worldview with colleagues and supervisor

Confidence in the future

Stability (lack of frequent work-related changes)

Clear and timely fulfillment of the company’s obligations to employees

Table 4. Level of satisfaction with categories of working conditions

№ p/p

Number of questionnaires

Average meaning

1

2

3

4

5

6

7

8

9

10

Fair and clear remuneration system

Decent, stable wages

Availability of a number of material benefits

Understanding the development prospects of the company and division

Well-established interaction with employees of other departments of the company

Enough information about what is happening in the company

Clear task setting on the part of the manager

Regular feedback from the manager on task completion

Open discussion with management about problems and difficulties

Recognition of the significance and importance of your work by colleagues and management

Signs of respect and approval from the manager

The manager’s interested attitude towards your ideas and proposals

Nice, friendly team

Good relationship with immediate supervisor

Common interests and worldview with colleagues and supervisor

Confidence in the future

Stability (lack of frequent work-related changes)

Clear and timely fulfillment of the company’s obligations to employees

We summarize the obtained average values ​​in one table:

Table 5. Comparative analysis of indicators of importance and satisfaction

№ p/p		Importance	Satisfaction
	Fair and clear remuneration system
	Decent stable salary
	Availability of a number of material benefits
	Understanding the development prospects of the company and division
	Well-established interaction with employees of other departments of the company
	Enough information about what is happening in the company
	Clear task setting on the part of the manager
	Regular feedback from the manager on task completion
	Open discussion with management about problems and difficulties
	Recognition of the significance and importance of your work by colleagues and management
	Signs of respect and approval from the manager
	The manager’s interested attitude towards your ideas and proposals
	Nice, friendly team
	Good relationship with immediate supervisor
	Common interests and worldview with colleagues and supervisor
	Confidence in the future
	Stability (lack of frequent work-related changes)
	Clear and timely fulfillment of the company’s obligations to employees

Having compared the obtained average values, we note those factors that scored less than 6 points in terms of importance(there are two such categories in this table - No. 3 and No. 15) are not important for personnel at this time. We do not take them into account at all in further work.

All obtained results (average values) from table 5 can be conditionally distributed into 4 zones ( appendix 2):

• overpayment zone. This zone includes categories where the average importance score is lower than the average satisfaction score;
• loyalty zone. The loyalty zone includes those categories in which the average scores for importance and satisfaction are approximately equal;
• zone of indifference. These include categories with low average scores for both importance and satisfaction;
• discomfort zone includes categories where the average importance score is 3 or more points higher than the average satisfaction score.

Appendix 2 Analysis of the obtained average values OVERPAYMENT ZONE Average importance score below average satisfaction score 1 LOYALTY ZONE The average scores for importance and satisfaction are approximately 3 ZONE OF INDIFFERENCE Low average scores for both importance and satisfaction 2 DISCOMFORT ZONE The average importance score is 3 or more points higher than the average satisfaction score of 4 1 Based on Table 5, this zone includes categories 9, 10, 13, 14. 2 Based on Table 5, this zone includes categories 3, 12, 15. 3 Based on Table 5, this zone includes categories 1, 2, 8, 9, 10, 11, 14, 17, 18. 4 Based on Table 5, this zone includes categories 4, 6, 7.

The final result of the study on satisfaction with working conditions is all categories that fall into the “Discomfort Zone”. They are the main cause of the problems that have arisen in the company.

In the example we are considering ( table 5) This:

• understanding the development prospects of the company and division;
• sufficient information about what is happening in the company;
• clear assignment of tasks on the part of the manager.

Communication of research results

As a result of the survey, 3 main categories were identified that interfere with coordinated work in the company. Having analyzed them, we can conclude that they all belong to the field of internal communications.

It is important for employees to see that their participation in the survey has impacted the company's performance, and that management really wants to solve their problems and is taking appropriate steps to do so.

It is important for management to demonstrate a sincere desire to act in accordance with the survey results. The last step in the investigation should be to acknowledge the problems, prepare a plan for further action and familiarize employees with it. Well, then comes the implementation of the plan, setting specific goals and achieving them.

Possible solutions to identified problems

Problem	Solution
Lack of understanding of the development prospects of the company and division; there is not enough information about what is happening in the company (it is believed that awareness of the company’s strategic development plans is the prerogative of the company’s management.* It was this misconception that caused the dismissal of our company’s employees)	Conducting monthly general team meetings, at which employees will be informed about the company's development prospects and the tasks facing the company for the next month. An analysis of activities will be carried out and the results achieved by the entire company for the previous month will be announced.
Clear task setting on the part of the manager	Completion of the “Time Management and Goal Setting” course by department heads. Coordination of work plans for your departments for the future period with the head of the company
* Management must not only know the strategic (long-term) plans of the company, but also convey these plans to the average employee in an accessible form. Employees need to know that by doing their daily work, they are making a small contribution to something bigger. And, of course, it is the leadership that makes the plans.

The results of the survey and the planned action plan must be presented to employees. This will make them feel like they've contributed to the company, increase their morale, and ensure you have their support for future projects.

Regularly conducting staff satisfaction surveys will allow enterprise management to track the dynamics of changes and evaluate the effectiveness of ongoing activities.

Article provided to our portal
editorial staff of the magazine

Recently, one large company held a tender, choosing a contractor to conduct a corporate survey in its company. The fact itself is remarkable. If a few years ago corporate surveys were carried out only occasionally by individual companies, either particularly advanced or experiencing some special difficulties with personnel, today the practice of corporate surveys is becoming very popular. This article will discuss what types of corporate surveys there are and how best to organize them in companies of different sizes and profiles.

Why conduct corporate surveys

From the very name of corporate surveys it follows that they are conducted within the same company, and the respondents (i.e., those who are surveyed) are company employees. What and why can companies ask their own employees?

The most popular survey is to determine the level of staff satisfaction with work. Why find out? Isn’t it already clear whether the workers are satisfied or not? Despite the almost rhetorical question, it most often turns out that even in small companies, managers and owners are often mistaken about their own staff. In large companies, management not only does not know each employee personally, but often has a very rough idea of ​​how many and what kind of employees actually work in the company. As a result, various problems with personnel (for example, increased turnover, reluctance to take initiative, ignoring corporate events, sabotaging innovations, etc.) often come as a surprise to the employer. It is in order to better understand what staff actually think and what to expect from them that job satisfaction is studied. The methodology we use is in Appendix 1.

In addition to job satisfaction, an employer can use surveys to find out:

• degree of staff loyalty
• attitude towards upcoming or ongoing innovations
• level of commitment to the company (readiness and desire to work in the company for a long time)
• level of staff awareness about the company’s activities
• level of staff involvement in solving corporate problems
• level of tension in the team

The purpose of surveys can be very diverse. The main thing is to remember the purpose of the survey and what result we would like to get.

For example, our company conducted surveys several times regarding how to celebrate the company’s birthday. Our task was to find out what the majority of employees want and create a holiday that would be remembered for the whole year. All ideas about the format and location of the event were first collected, and then a questionnaire was drawn up, which was filled out by everyone. Thus, not only the preferences, but also the initiative of employees, as well as their willingness to participate both in the event itself and in its preparation, were clarified. Such a seemingly fun survey, in addition to its main tasks, provided management with a lot of seemingly incidental, but nevertheless useful information about their own personnel.

In other words, the objectives of the survey may include not only obtaining information on any issue, but also:

• Team unity, improving mood and tone. The “fun questionnaire” about celebrating the company’s birthday, presented in Appendix 2, is aimed, among other things, at improving the mood, general tone of employees, and team unity.
• Informing about something. An example of a questionnaire aimed at informing staff about projects aimed at developing corporate culture is presented in Appendix 3. The purpose of this questionnaire is not only to identify knowledge about projects and willingness to participate in them, but also tells about these projects. By filling out the questionnaire, employees will learn a lot of new things.
• Motivation and involvement in solving corporate problems. Questioning can be one of the ways to convey the company’s development priorities to staff and involve them in solving key problems for the company. Appendix 4 provides an example of a questionnaire aimed at informing staff about the new goals in a simple and accessible form, as well as encouraging staff to become more actively involved in achieving the goals.

Thus, before conducting corporate surveys, it is very important to clearly formulate the objectives of such a survey. Determine what information we want to obtain and whether it is necessary to solve any additional problems using a questionnaire. It is important to understand what results will be obtained as a result and how they can be used. The most common mistake companies make when conducting their own surveys is not being clear about the expected results and how to use them. The questionnaire includes all the questions that come to mind, and when a huge array of disparate data is obtained, the “researchers” simply do not know what to do with it.

How to conduct corporate surveys

There are several important points that must be addressed when organizing a corporate survey.

In what form should the survey be conducted?

1. The forms of the survey depend on the purpose of the survey and the company’s capabilities. This can be a traditional survey, if not all company employees have access to the network, or an online survey, if all personnel have computers connected to the network (Internet or local). A survey can also take the form of an interview if experts are involved and it is necessary to obtain not quantitative data, but to identify the causes of a phenomenon. Those. when it is impossible to immediately formulate clear answer options, but it is necessary to find out the possible answer options. Surveys can also be conducted in the form of focus groups. This is also a way to obtain high-quality information when several experts take part in the survey at once. But it is worth keeping in mind that qualitative research methods are quite complex for an untrained specialist. If in doubt, it is better to involve an external expert who will take on some of the most complex functions and help organize the process. This is an order of magnitude cheaper than ordering research entirely outsourced, and at the same time it is a good safety net.

Should you conduct the survey once or on an ongoing basis?

2. It is important to decide whether this will be monitoring (an annual or more frequent study, which is carried out using the same questionnaire to ensure comparability of data) or a one-time survey for specific tasks. If you decide to conduct a survey in the form of monitoring, then you need to formulate the questions very carefully, because it will not be possible to change them in the future, even slightly.

Who exactly should you interview?

3. If the company is small, it is possible to survey all employees. But if the company is large, this is not only impossible, but also impractical. For large companies, it is necessary to determine the size and composition of the sample. The sample can be formed randomly. For example, an alphabetical list of employees (or a list by personnel number) is compiled, and then every tenth, hundredth, or thousandth employee is interviewed (depending on the total number of employees of the company and the specific sample size, the sampling step may vary). Or the sample is formed based on quotas based on various parameters (gender, age, position, etc.). For example, if a company employs 70% women, then among the respondents there should be 70% women.

Who will conduct the survey?

4. Who should be appointed responsible for conducting the survey depends on the topic of the survey, but most often it is the personnel management service. It is necessary to appoint a person in charge who would oversee the entire process, and also to form a working group that will participate in the survey. It is necessary to include employees who will distribute and collect questionnaires; employees who will enter questionnaire data into the processing program; a programmer who will configure the software; an analyst who will analyze the data and present the results in a visual form. If the survey is carried out online, then the working group needs to be strengthened with IT specialists.

Is anonymity necessary?

5. When conducting corporate research, survey anonymity is not always necessary. If a problematic issue is being studied, then perhaps anonymity in filling out questionnaires is necessary, but experience shows that company employees are happy to answer questionnaire questions. They view the survey as attention from management; they like that they are interested in their opinion. Therefore, when deciding on anonymity of the survey, it is worth considering how necessary this is really. There are cases when, on the contrary, the questionnaires must be personalized. For example, if the needs of employees are studied, which will be taken into account and satisfied personally. If this question is not of fundamental importance, whether to sign the questionnaire or not can be left at the discretion of the respondent (as in the example questionnaire in Appendix 4).

How to process?

6. Even if the study is very small and the number of questionnaires is small, it makes sense to carry out processing using software. There are professional statistical information processing programs such as SPSS. And if you plan to conduct surveys on a regular basis and allocate a separate specialist who will process the data, and also if you have a large organization and the sample is comparable to the all-Russian one (1500 people), then it makes sense to purchase some kind of professional program and train a specialist . If your surveys are not of such a scale, then you can easily get by with standard office software.

What to analyze?

7. To analyze the research results, it is necessary to form analysis sections. First of all, they analyze general research data, for example, calculate the index of staff satisfaction with work in the company as a whole. And then the influence of various parameters on the indicator under study is identified and analyzed. For example, how does satisfaction differ among employees of different ages, does it depend on the level of education and marital status, position, etc.

The diagrams show examples of the dependence of job satisfaction on the level of education and position of employees.

Naturally, for this it is necessary to include relevant questions in the questionnaire (see an example of a questionnaire in Appendix 3).

More complex dependencies can also be identified. For example, in one study, we found that the satisfaction of employees who had a mentor and were highly informed about company affairs was more than 15 percentage points higher than that of employees who did not have a mentor during the adaptation period and were poorly informed.

Or, for example, a direct dependence of the level of employee satisfaction on their participation in innovative projects carried out in the company was revealed (there were 7 such projects in total).

Note. The numbers on all graphs are the staff satisfaction index.

Thus, when deciding to conduct corporate research, you need to take this issue seriously. Clearly define the goals and expected results, identify the sections of analysis that interest you, conduct a pilot study to identify the correct understanding of your questions by respondents, and think through the organization of the study step by step. This approach will save you from many disappointments and enormous labor costs, which, if taken superficially, can result in wasted time.

Annex 1.
Methodology for assessing the level of satisfaction of company personnel.

The technique includes:

1. Drawing up a questionnaire
2. Results processing method
3. Sampling method
4. Lie scale

Drawing up a questionnaire

To calculate the satisfaction index, the questionnaire must include two questions with a list of working life factors, which are determined for each company individually depending on its characteristics. The first question reveals the degree to which various factors influence an employee’s overall job satisfaction. The second question determines actual satisfaction with each of the factors.

1. What determines your job satisfaction? How much do the following factors affect your satisfaction? In each line, mark your choice with any sign (tick, cross).

№	Work life factors	Impact on satisfaction
		Strongly influences	Affects, but to a lesser extent	Does not affect	I find it difficult to answer
1	Working conditions
2	Working hours, work schedule
3
4	Wage level
5
6	Moral motivation
7
8	Social package
9
10
11
12	Opportunity for career growth
13	Opportunity to undergo training
14
15
16
17

№	Work life factors	Satisfied	Rather satisfied	Rather dissatisfied	Not satisfied	I find it difficult to answer
1	Working conditions
2	Working hours, work schedule
3	Contents of work, work itself
4	Wage level
5	Dependence of remuneration on work results
6	Moral motivation
7	Compliance by the employer with social guarantees provided for by law
8	Social package
9	Transport accessibility, distance from home
10	Attitude of line management
11	Team atmosphere, relationship with colleagues
12	Opportunity for career growth
13	Opportunity to undergo training
14	The prestige of working for the company, its image
15	Corporate culture in the company
16	Politics, ideology, company strategy
17	Other (please specify):

This approach is due to the fact that factors that do not influence or weakly influence a person’s satisfaction (in other words, are of little significance for him, unimportant) cannot fully participate in determining the overall level of satisfaction. Therefore, the weight of such factors is reduced, which makes the calculation more reasonable.

Results processing method

The results are processed according to the following algorithm:

1. The answer to the survey question “Evaluate how much the following factors influence your satisfaction?” allows you to enter a reduction factor (m)
   • In the case of the answer “does not affect satisfaction” or the answer “difficult to answer”, the letter “z” is put, these factors are not taken into account in assessing satisfaction,
   • If the answer is “strongly affects satisfaction”, set it to “0”
   • If the answer is “affects satisfaction to a lesser extent” - “1”
2. The answer to the survey question “Rate how satisfied you are with the main factors of work life?” let's call it the satisfaction coefficient (k)
   • k=3 if the answer is “satisfied”
   • k=2, if the answer is “rather satisfied”
   • k=1, if the answer is “rather dissatisfied”
   • k=0, if the answer is “not satisfied”

If the respondent finds it difficult to answer, this item is not taken into account in overall satisfaction. Satisfaction rating for each item. (хij is the satisfaction of the i-th respondent with respect to the j-th factor).

Here the coefficient in front of k is intended to reduce the contribution of the reduction factor to overall satisfaction, and the denominator “6” is determined from one hundred percent satisfaction when k = 3 and m = 0.

The satisfaction of each person is determined as the arithmetic mean of satisfaction for each item, i.e.

where n is the number of satisfaction factors for which the respondent’s satisfaction is determined as “z”, B is the total number of work life factors used in the questionnaire (items in questions about satisfaction)

Overall satisfaction is defined as the arithmetic mean of the satisfaction of all respondents, i.e. where l is the number of respondents.

Sampling method

To calculate the satisfaction index, either a continuous survey (for small companies) or a sample survey (quotas by gender, age, structural unit, position/profession) is carried out.

It is important that the survey is conducted among both those employed and those who quit during the year preceding the survey. The percentage of respondents who quit should correspond to the percentage of turnover in the company (percentage of those who quit voluntarily) in the current year. A survey of laid-off workers is important to obtain an objective satisfaction index, because... Those who are laid off tend to have lower satisfaction rates (being laid off is “voting with their feet”) and as a result the overall satisfaction rate decreases.

Lie scale

To achieve reliability of the results, a control question “How do you rate your job satisfaction?” is included in the questionnaire:

How satisfied are you with working in our company? Rate in % (maximum 100%) _____

Those. The respondent subjectively assesses his overall job satisfaction as a percentage. After processing the results, each questionnaire is checked for compliance with the satisfaction index and the respondents’ subjective assessment of their satisfaction in general. If the difference is more than 20 percentage points, the questionnaire is rejected. For example, if a respondent rated his satisfaction at 90%, the calculation showed that his satisfaction was 30% (i.e., when answering about satisfaction with various factors, the respondent answers that he is dissatisfied with most factors, and all of them greatly influence his satisfaction) . As a result, the calculation shows that his level of satisfaction as a whole is 30%, and this result indicates that when filling out the questionnaire the respondent was inattentive or filled it out formally, for show. Or he didn’t understand the instructions and answered incorrectly. In any case, such a result indicates a biased assessment and is excluded from consideration.

The methodology is universal and can be used for organizations of any profile and any size. Even for small enterprises with 10–20 employees, the results obtained reflect the actual state of affairs in terms of staff satisfaction and allow us to outline measures to improve work with personnel. At the same time, there are factors of satisfaction that, as a rule, have lower values ​​(for example, the level of remuneration, the dependence of remuneration on labor results), while the assessment of other factors, such as the atmosphere in the team, working conditions, working conditions, the possibility of professional developments vary significantly among different companies and satisfaction with them can be either very high or very low. Therefore, a company can not only monitor its own dynamics of staff job satisfaction, but also compare its performance with other companies in the labor market.

Appendix 2.
An example of a “fun” questionnaire

Questionnaire to identify employee wishes and suggestions for organizing and holding a company birthday

Good day, dear colleagues, our company’s birthday is approaching, on which we congratulate you! Feel free to fill out this form, and we will use your dreams to organize your holiday. Some questions have answer options - choose what you like best or write something of your own. Suggestions, wishes, initiatives are welcome!

Sincerely, DR Construction Committee.

Get started!

1. Where will we celebrate? (Here you need to check all the options you like and, if possible, rank them. At least, you need to select the three most attractive options. 1 is the most preferred option).

		Check the box here	Rank
	I want to go to the bosom of nature
	To someone's dacha (write to whom)
	To some camp site (if you have any ideas for which one, write)
	Just to the bosom of nature, to the forest, to the river (if you have a suitable place in mind, write)
	I don’t want to go to the bosom of nature, I want to go indoors
	Cinema and then a cafe or something like that
	Theater and then a cafe or something like that
	Zoo, and then something else.
	Sports and entertainment complex (bowling, billiards, Quasar, karaoke)
	Directly to a restaurant, cafe, bar, pizzeria, other drinking and eating establishment (if you have ideas, immediately write which establishment you have in mind)
	Aquapark
	Nightclub with songs and dances of fashionable groups
	Other (please specify)
	In the office premises
	(for example, I want a masquerade, but I won’t go anywhere except the office dressed like this)
	I'm sick of everything, I don't want to go anywhere! (incorrect answer)
5.	Other (specify what exactly)

2. What will we eat on BD? M?

		Check the box here
	Let's whip up something ourselves
	I personally will cook... ( Here you need to write what you want to cook for the common table )
	Let's order food
	What kind of kitchen? (Italian, Chinese, Georgian, etc.?)
	I don’t even know..., but I will... ( Here you need to write what dishes specifically you like, want and will eat )
4.	Other ( indicate what exactly )

3. What would you like to drink?

		Check the box here
	Dairy products
	Juicy products
	Brewing products
4.	Other (specify what exactly), here you need to write about alcohol!

4. How will we spend our leisure time? (play, read, count, write, etc.)

6. Do you have any other wishes and suggestions for organizing and holding the company’s birthday?

Is there a sample (form) of the Employee Satisfaction Questionnaire with working conditions? Sincerely, HR Inspector Olga

Answer

Answer to the question:

Yes, Anna Gennadievna, in the VIP version Systems Personnel in the section Tests and questionnaires(http://vip.1kadry.ru/#/rubric/7/74/6406/) more than 130 tests, questionnaires and questionnaires are presented, including those for assessing job satisfaction and loyalty.

At your request, we are attaching two questionnaires to this letter (see below):

• Questionnaire for assessing staff job satisfaction (with closed questions);
• Spector Job Satisfaction Questionnaire.

We hope they will help you in your work!

You can also get acquainted with the rest of the tests by getting demo access to the VIP version or purchasing permanent access through your manager.

Details in the materials of the Personnel System:

Personnel job satisfaction questionnaire (with closed questions)

QUESTIONNAIRE
staff satisfaction ratings

The company's management and personnel service conduct employee surveys in order to optimize the company's personnel policy. Your opinion will be taken into account when developing measures to improve the efficiency of the personnel management system. The questionnaire is anonymous. When answering questions, you need to mark the answer that corresponds to your opinion.

1. Are you satisfied with your work in our company?

• Most likely yes
• I find it difficult to answer
• Probably not

2. Rank the factors presented below in order of importance (on a 7-point scale):

3. Please check the statement that matches your position:

4. If you would like to speak out, please write your wishes for improving the business of our company (You can skip the answer to this question)______________________________________________________________________________

5. If you think it necessary, write your last name, first name and patronymic (You can skip the answer to this question)________________________________________________________________________________

Thank you for your responses!

Spector Job Satisfaction Questionnaire

QUESTIONNAIRE

Instructions

The following are statements that describe how a person perceives various aspects of his or her job. Relate these statements to your work today and rate how much you agree or disagree with them using the scale:

1 – completely disagree;

2 – disagree;

3 – rather disagree;

4 – rather agree;

5 – agree;

6 – completely agree.

Test

Question	1	2	3	4	5	6
1. I think I get paid well for the work I do.
2. I have virtually no chance of getting promoted in this organization.
3. I have an exceptionally intelligent and competent manager
4. I am not satisfied with the system of additional payments that exists in this organization
5. When I do a good job, I feel recognized and grateful.
6. Many of our rules and regulations interfere with normal operation
7. I like the people I work with
8. Sometimes I feel like my work has no meaning.
9. This organization does a good job of informing its employees.
10. Salary increases are very small and rare.
11. Those who do their jobs well have a real chance of promotion.
12. I don't like the way my manager treats me.
13. The additional benefits and payments we receive here are no worse than in most other organizations
14. I don’t see that what I do is appreciated in any way.
15. My attempts to improve the work process are not met with bureaucracy and delays.
16. Many of my colleagues are guilty of incompetence.
17. I am interested in solving problems that arise in my work
18. I am unclear about the goals this organization sets for itself.
19. I don't think I'm valued enough in this organization based on how much I'm paid.
20. The chances of moving up the career ladder here are no worse than in other places.
21. My manager shows little interest in the feelings of his subordinates.
22. Our organization provides a good social package
23. We receive almost no material rewards for good work.
24. I have to do a lot of formal and unnecessary things.
25. I enjoy working with my colleagues
26. I often feel like I don’t know what’s going on in our organization.
27. I am proud of the work I do.
28. I am satisfied with the opportunities for salary increases
29. We do not have the social package that we should have
30. I really like my boss
31. My work is overloaded with writing
32. I don't feel like my efforts are appreciated as much as they deserve.
33. If I want, I have real opportunities to advance in my career.
34. I really like the atmosphere of our team
35. I enjoy this job
36. I am not satisfied with the level of information provided to employees in our department

Key to Spector's Job Satisfaction Questionnaire

Description of the questionnaire

The 36-item Job Satisfaction Questionnaire, developed by Spector, assesses an individual's affective reaction to work and its specific aspects. The questionnaire measures satisfaction across nine aspects of work:

• salary;
• promotion;
• management;
• additional benefits and payments;
• dependent remuneration;
• work conditions;
• colleagues;
• the nature of the work;
• informing.

Analysis of the result

Rate each aspect (subscale) using four responses. To evaluate statements, use a six-point answer choice format, where: 1 – completely disagree; 2 – disagree; 3 – rather disagree; 4 – rather agree; 5 – agree; 6 – completely agree.

The questionnaire items are formulated in both directions. Therefore, answers to points 2, 4, 6, 8, 10, 12, 14, 16, 18, 19, 23, 24, 26, 29, 31, 32 and 36 should be converted to the opposite before processing, that is, if there was If the answer is “1 – completely disagree”, then when calculating points you must take the option “6 – completely agree”.

Subscale	Description	Items
Salary	Payment and monetary compensation	1, 10, 19, 28
Promotion	Promotion opportunities	2, 11, 20, 33
Management	Direct supervisor	3, 12, 21, 30
Fringe benefits	Cash and non-cash payments in addition to direct salary	4, 13, 22, 29
Dependent Rewards	Gratitude, recognition and monetary rewards for good work	5, 14, 23, 32
Execution conditions	Rules, procedures and bureaucratic obstacles	6, 15, 24, 31
Colleagues	People with whom the individual works	7, 16, 25, 34
Nature of work	Problems solved at work	8, 17, 27, 35
Informing	Communication within the organization	9, 18, 26, 36
All subscales	All aspects in general	1–36

First, find the sum of the scores for each subscale for each questionnaire, as well as the total score for each questionnaire. Next, evaluate all questionnaires and find the average score for each subscale across all questionnaires and the average overall score across all questionnaires.

Compare these totals with the maximum score: 24 points for the subscale and 216 for the total score. Thus, the overall satisfaction of the organization's employees and satisfaction in each of the nine aspects (subscales) will become clear.

If the survey format allows, that is, it is not completely anonymous, but with an indication of the structural unit, then make a cross-section of satisfaction by unit: overall and for each aspect.

With respect and wishes for comfortable work, Galina Tsimerman,

HR System expert

The concept of “customer centricity” has firmly entered the business dictionary. No one needs to be convinced that a company's level of customer satisfaction determines its long-term prospects. But, unfortunately, not all managers pay attention to another strategically important variable - the level of employee satisfaction. Low satisfaction of company personnel will most likely lead to low levels of satisfaction among customers and partners. In my article I would like to tell you how and by what criteria you can assess the morale of your team. This is necessary both to determine starting positions and to assess the dynamics of change.

Tasks of assessing employee satisfaction

“Find the dissatisfied” is the wrong task. Employee satisfaction assessments are carried out to find opportunities for company development. And while identifying the strengths of the business organization is an important task of such a project, the greatest benefit will come from identifying the “zones of dissatisfaction” and the desires of employees (no matter how unpleasant this may be for management and shareholders). Another objective of assessment is to see changes taking place by comparing current performance with that of previous years.

Ultimately, satisfaction assessments should provide guidance on how to attract and retain the most valuable employees for the company.

Step one: identifying drivers

It would be a mistake to start preparing a survey by writing survey questions. Each company has its own specifics of activity, its own history, culture, strategy and objectives. First of all, it is necessary to determine which factors (drivers) are key in terms of influencing employee satisfaction in a particular business. If Archimedes were a business consultant, his famous quote might be: “Give me a list of key drivers and I will turn the business around.” When viewing other people's questionnaires, you should always take into account the characteristics of the company for which they were developed.

To begin with, you can outline the areas of search for drivers, for example:
1. Working conditions,
2. Nature of work
3. Management,
4. Compensation,
5. Education and development,
6. Career,
7. Relationships in the team.

Next, in each area, we determine the key conditions for achieving success (in our case, success is 100% employee satisfaction with work in the company and their willingness to continue their activities for the benefit of shareholders). As an example and starting point, I offer the following list:

1. Working conditions

• 1.1. Convenient office location;
• 1.2. Comfortable environment inside the office;
• 1.3. Technical equipment of the workplace;
• 1.4. Convenient work schedule.

Nature of work

• 2.1. Pride in working for the company;
• 2.2. Opportunity for self-expression;
• 2.3. Variety of tasks performed.

Management

• 3.1. Clear, precise, achievable goals;
• 3.2. Clear tasks, responsibilities and procedures;
• 3.3. Fair assessment of work results;
• 3.4. Availability of necessary powers;
• 3.5. Management's attention to employees' ideas and opinions;
• 3.6. Respectful attitude from managers.

Compensation

• 4.1. Compliance of the motivation system with the situation on the labor market;
• 4.2. Compliance of remuneration with the professional level and performance of employees;
• 4.3. Compliance of non-material incentives with the personal values ​​of employees;
• 4.4. A sense of security and confidence for employees in the future.

Education and development

• 5.1. Availability of training programs;
• 5.2. Compliance of programs with work tasks;
• 5.3. Opportunity to receive mentor support in the workplace;
• 5.4. Opportunity to access training materials and best practices.

Career

• 6.1. Possibility of vertical career;
• 6.2. Horizontal career opportunity.

Relationships in the team

• 7.1. Friendly atmosphere in the team;
• 7.2. Opportunity to receive support from colleagues.

Driver statements can either describe a desired outcome, such as “respectful management,” or provide direction for action, such as “clear operating procedures.” The last option is preferable.

Compiling a list of key drivers is a challenging but important task. It can be solved by involving the employees themselves, for example, by conducting interviews and focus groups. You should not rely solely on the opinion of company management representatives.

Step two: preparing the questionnaire

Having a list of drivers in hand, you can proceed to compiling a list of questions. Depending on the information requested, the question type is selected. In some cases, this may be a closed question, requiring a “yes” or “no” answer. But most of the questions will most likely ask you to make a choice from available options (a 5-point scale would be the best choice due to its simplicity and obviousness). It is advisable to provide each question with a comment field.

Below are questions that need to be adapted and supplemented to fit your list of key success factors.

Overall satisfaction rating

• How do you rate the Company as a place to work?
• Would you recommend a job for the Company to your close friend?
• How long do you plan to work for the Company?
• For what reasons do experienced employees most often leave the Company?
• What one phrase would you use to describe the Company as a place to work?

Working conditions

• Is it convenient for you to get to and from work?
• Do you have all the necessary materials and equipment to do your job well?
• Is your office space and interior conducive to productive work?
• Does your work schedule allow you to effectively balance your work and personal life?

Nature of work

• Do you enjoy telling your family and friends about your work?
• Does your job allow you to fully realize your abilities?
• Does your current job give you the opportunity to develop as a professional?
• Do the tasks assigned to you match your interests?
• Do you have the ability to take initiative and implement your ideas?

Management

• Do you know and understand the company's strategic goals?
• Are decisions made in the Company promptly and without unnecessary delays?
• Do you clearly understand what results are expected of you?
• Are all the tasks assigned to you feasible?
• Do the tasks assigned to you correspond to your level of professionalism?
• Do you have a good understanding of your responsibilities and work procedures?
• Is the interaction between employees in your department well organized?
• Do you receive regular performance reviews from your line manager?
• Do you believe that the assessment of your work is objective and fair?
• Do you have enough authority to complete the tasks assigned to you?
• When setting tasks, does your manager ask for your opinion?
• Do you receive moral support from your immediate supervisor?
• Does the Company's management treat you with respect?
• Does the Company's management encourage justified risks and tolerate mistakes?
• Do you understand the decisions made by the company's management?

Compensation

• Do you think that your salary corresponds to the situation on the labor market?
• Do you believe that financial and non-financial compensation is commensurate with your level of professionalism and the results of your work?
• Does the non-financial incentive system meet your expectations?
• Do you feel confident in the future while working for the Company?
• Do you have to look for additional sources of income?

Education and development

• Does the company encourage the professional growth of its employees?
• Does the company provide an opportunity to gain the knowledge and skills necessary to complete assigned tasks?
• Can you get support from more experienced comrades if needed?
• Do you have access to information that helps you do your job better?

Career opportunities

• Do you think that your current position corresponds to your level of professionalism and services to the Company?
• Do you see a real opportunity to make a career in the Company?
• Do you feel that the Company's management is interested in your career?
• Do you understand how and by what principles the Company promotes employees?
• Do you know exactly what you need to do to get a promotion?
• Has your manager talked to you about your career?

Relationships in the team

• Are all divisions of the Company working towards a common result?
• Do you assess the atmosphere in the Company as friendly and aimed at productive work?
• If you ask your colleagues for help, are you most likely to receive it?
• Do you have colleagues whom you would call your friends?

I would advise preparing questions in three steps:
1. Make a “long list” without trying to filter questions.
2. Select the most accurate and clear questions by preparing a draft questionnaire.
3. Test the questionnaire on a limited number of employees, identifying questions that are unclear to representatives of the target audience or questions that produce ambiguous answers. Adjust the form based on the test results.

Example of a questionnaire design

Please indicate how much you agree with the following statements. 1: strongly disagree; 2: rather disagree; 3: difficult to answer; 4: rather agree; 5: I completely agree.

Question	1 2 3 4 5	Your comments
1.1.	□ □ □ □ □
1.2.	□ □ □ □ □
1.3.	□ □ □ □ □

In the questionnaire, you can allocate space for employee ideas, for example, ask them to answer the question: “What, in your opinion, should the Company stop/continue/start doing to make its attractiveness as a place to work increase?”

For a more in-depth analysis, it is useful to add several “socio-demographic” criteria to the questionnaire, for example, gender, age, marital status, education, length of service in the company, length of service in the current position.

Step three: conducting a survey

The first requirement for the survey procedure is confidentiality. If an employee has the slightest doubt about the safety of his participation, one cannot count on obtaining reliable results.

The second requirement is the technical ability to process the received data quickly and without errors. The best option for organizing a survey is using Internet technologies. Completing and analyzing paper forms will require a significant amount of time.

It is very important to “sell” the idea of ​​research to employees. A positive perception of the survey is necessary so that there is no formal attitude when answering questions. Employees must believe that they have a real chance to influence the company's performance.

The task of presenting the research is undertaken by the company's chief executive and immediate managers. In addition, the survey form itself should include a preamble with a brief description of the goals and objectives of the study, as well as simple and understandable instructions.

Example instructions

We ask you to take the time to answer a number of questions in this questionnaire. The purpose of the study is to find out your opinion and the opinion of your colleagues about working conditions in our company. Your responses will help us learn what you believe should be maintained as our organization's strengths and what needs to change. We will be grateful for your sincere and accurate answers.

The survey is conducted anonymously and the data obtained will be used and presented to the company management in a summarized form.

The questions are divided into groups and relate to several aspects of your work. Most questions require you to select an answer that best reflects your point of view. If you would like to give a detailed comment on your answer, please do so in the “Your comments” field. We ask you to answer all questions in the questionnaire.

Completed forms will be accepted until the twentieth day.

We thank you for understanding the importance of this research for the company and for your participation in the project. Thank you very much for your cooperation!

Step four: summing up

I propose summing up the results of the survey not in points, but in percentages that characterize the number of people who answered positively (who gave 4 and 5 on a 5-point system). At the same time, it will be possible to assess the state of affairs for each of the key factors:

• above 70% - everything is fine, maintenance at this level is required;
• 30-70% - work to improve is required;
• below 30% - urgent measures are needed.

The results can be visualized using color (similar to the colors of a traffic light): green, yellow, red.

If the survey is not conducted for the first time, it becomes possible to compare the progress and dynamics of the organization’s development according to one or another indicator, and if the survey was conducted throughout the company, then compare the results for various divisions - functional and territorial.

All drivers are important, but some are more important. Having the appropriate statistical base, you can assess how the overall level of satisfaction changes due to changes in one or another indicator, in other words, calculate the correlation of key factors. By understanding which aspects primarily determine the level of satisfaction, it will be possible to allocate company resources more effectively.

An easier way to assess the importance of a particular factor is to give the employees themselves the opportunity to set priorities.

To clarify the picture, it is worth conducting a series of focus groups and individual interviews with survey participants. For obvious reasons, the focus should be on the most valuable and most promising employees. Questions for discussion: identified strengths and weaknesses of the company’s activities, as well as the survey itself (the immediate reaction of participants and their expectations regarding the use of the research results).

And, of course, it is worth paying attention to the percentage of employees who took part in the survey. This is a clear indicator of people's engagement and trust in management initiatives.

Step five: development of a development plan

Awareness of the strengths and weaknesses of the organization of the company's activities should result in an action plan to eliminate the identified bottlenecks. It is better to focus on 3-5 problems than to draw large-scale but impossible plans. First of all, you should pay attention to the variables that have the greatest impact on the final result, but received the lowest scores.

The more specific the plan, the greater the likelihood of seeing its results.

Required items:
• Identified problem;
• Reasons for the problem (bottlenecks in the organization);
• Problems that need to be solved;
• Initiatives to eliminate bottlenecks;
• Time frame for implementing initiatives;
• Responsible “sponsor” of the project and members of the project team.

Step Six: Presenting Research Results to Employees

If participants do not see the results of the study, you can be sure that they will be lukewarm about the next one. For the same reasons, you should not delay the presentation of the survey results - the sooner, the higher the interest and involvement, the more comments and ideas you can get.

What should you present to your employees? Firstly, show the strengths of the company and “celebrate” joint achievements together. Secondly, present those aspects of the work that require changes and improvements. At the same time, it is absolutely forbidden to make excuses or blame anyone. In general, the tone of the presentation should be positive: strengths speak for themselves, and weaknesses are opportunities to make the company even stronger. Don’t forget, no private opinions - only generalized results (for example, you don’t need to clarify with a specific employee what he had in mind when he filled out the questionnaire).

The data received is already yesterday; what will happen tomorrow is much more important. Conclusions are more important than the numbers obtained, so the presentation should be completed by presenting and discussing the developed plan for further action. An honest admission of what remains unclear and a sincere willingness to hear employees make changes to the prepared action plan will bring valuable comments, ideas and support to those who will implement the plan.

The last words of the presentation are gratitude for participation in the study, questions asked and ideas proposed.

Sixth seventh: implementation and monitoring of plan execution

Employee trust and motivation can only be maintained if they are regularly informed about the current status of the project. For example, a monthly report describing current results, problems and next steps will help you see progress and make timely adjustments.

If management is not ready or doubts that the results of the study will be able to change the company’s performance for the better, it is better to immediately abandon the idea of ​​surveying employees. And at the same time from the idea of ​​​​creating a client-oriented organization.

Every company that values ​​its customers tries to retain them by any means, as well as improve the level of service. A fairly simple marketing tool helps in this difficult process - a customer satisfaction questionnaire. Customer needs change every year, as does the idea of ​​service quality. To keep your finger on the pulse, you need to understand what your customers are thinking—what they don’t like, what they’re excited about, and what else they want.

How to measure customer satisfaction?

A satisfaction questionnaire will help you find out the wishes of your customers. A common practice for analyzing customer satisfaction in many large and medium-sized companies is questionnaires. The survey allows you to understand how satisfied a person was and his wishes or comments.

Also, with the help of competent implementation of satisfaction monitoring, using questionnaires you can find out how well a particular department, and even a specific employee, performed, how satisfied the client was with the product or service, and much more. All the results of the call, with the help of various contact and call centers, are ultimately compiled into a questionnaire, which is then processed and segmented for specific purposes.

Types of surveys

The customer satisfaction questionnaire can be in paper or electronic form. Nowadays, electronic questionnaires are increasingly being introduced, as it is convenient for the client and for the company: the buyer does not need to bother with paper and pen, and it is easier for the company to process the data. Moreover, there is a very subtle point in the process of filling out a satisfaction questionnaire - this is the atmosphere in which a person fills out any questionnaire.

In the presence of a company employee, the client may show the highest score of satisfaction, not wanting to be judged for bad ratings, but in fact he may be left with a negative impression of something.

The main task of customer satisfaction analysis is the reliability of the data.

Problems with customer surveys

When a person receives an email request on his tablet, phone, or computer asking him to fill out a questionnaire, a satisfied client can ignore this request, but a dissatisfied client will definitely write the truth. This way you can get a good analysis of the company’s internal problems directly from the buyer himself. An electronic customer satisfaction survey is a great way to get feedback, but it is far from perfect and has a number of problems:

For example:

• the client may simply not use email;
• he may have a negative attitude towards such surveys, he immediately deletes such letters;
• he can lie and give false information in pursuit of personal goals;

And there are a number of problems on the company’s part:

• The survey was compiled incorrectly. Questions cannot identify the problem.
• the questionnaire is overloaded with questions and causes a negative reaction from the client;
• The form is not being processed correctly. Conclusions based on the results of the questionnaire are not drawn correctly;
• questionnaires and surveys are conducted too often. The client becomes irritated and loses loyalty to the company.
• too high demands on the client. The company wants to see an absolutely 100% satisfied client and, as a result, for any minor remark, the client is tired of long questions over the phone why he gave 9 out of 10, and not 10 out of 10. According to clients, this annoys them because they have to justify themselves for their opinion or assessment.

The last problem on the list does not take into account the fact that people are very complex creatures, whose conclusions are largely dependent on their emotions at the moment in which they take a survey or fill out a satisfaction questionnaire. For example, yesterday a person can be happy, but today he is very disappointed with something, and of course the results on these days will be different.

For example: for a person who is a perfectionist in everything, a rating of 10 out of 10 is simply unacceptable under any circumstances, but this does not mean that the company has problems with the quality of service. It is necessary to react only to obvious deviations from the norm and not to once again invade the client’s personal space.

Drawing up a satisfaction questionnaire

Processing the results of a call or survey, as well as drawing up customer satisfaction questionnaires, should be carried out exclusively by professionals in a specific narrow field of business.

What questions should be included in a satisfaction survey? Each questionnaire is compiled based on the customer’s needs, what goal he is pursuing by using the questionnaire or calling.

Below is an example of a universal customer satisfaction questionnaire, which can be supplemented with questions and used in any company:

There can be thousands of options for questionnaires; it is important to want to understand the client and devote a little time to this. It would seem that such a simple method can not only influence the level of sales, but also prevent problems in the service in time.

And what questions do you use in your questionnaires, share in the comments!

 

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