Many forward-looking companies are driving change through regular use of employee engagement surveys and feedback questionnaires. Ultimately, asking your employees how they think and feel about the time they spend at work can help them make the right decisions about what to change and what to keep going. Significant cultural change can occur within an organization if decision makers have enough information to make the right decisions. Without employee feedback, you just have to work in the dark and guess what to do next.
That’s why not only the fact that your company is conducting employee surveys is important, but the type of questions you ask. Overall, the questions should be anonymous so people don’t hesitate to give their thoughts. According to WorkBuzz, the company that runs the premier anonymous online survey platform for businesses, anyone who cares what your administrators will think of you if you can see the results of your non-anonymized survey won’t give you the information. You must make strategic and structural decisions.
In addition, questions should be reasonably open to employees so that they can express themselves freely. For example, instead of asking an employee whether they are satisfied with their job, ask how satisfied they are with their job. Often a numbering system is used to allow employees to self-evaluate. This means that the data collected can be easily interpreted overall by providing an average score. However, some questions should be much more open-ended and should allow staff to write answers without having to score them.
If you’re serious about understanding your employees’ thoughts, concerns and hopes, would you like to know what the most important questions to ask your employees? Read on to find out.
How challenging do you find your job?
This is an important question because it helps you measure stress. Stress is the leading cause of absenteeism these days, so measures to reduce stress are essential to increase productivity. Rather than asking employees directly about stress, this question makes them think about the challenging nature of work. People who are challenged too much in their roles are stressed because they lack depth or become overworked. Likewise, those who are not challenged enough will be bored, which is also a known stressor in the workplace. Asking this question will help you assess the percentage of your workforce that is only problematic enough to keep your employees engaged and productive, and the percentage of your workforce that isn’t.
What if you need help?
This question prompts employees to discuss their relationships with managers and co-workers. A stress-free workplace will help, so employees need to know how to get help when they need it. If they report that they don’t know what to do about getting help, or worse, if they report that they’re having trouble getting help after they ask for it, you’ll probably need to make a few changes to make the workplace more inclusive and supportive.
What do you think of the company’s values and mission?
It is very important to understand how your people are aligned with what you are trying to achieve as an organization. Of course, commercial organizations exist to make a profit, but how and in what way? People who have signed on to the broader goals of any business or charitable organization feel that they are part of something bigger than themselves and tend to feel more fulfilled in their roles. This means, among other things, that employee turnover is low. So, asking how employees feel about value is not only a way to understand an organization’s performance in relation to its ideals, but also a way to reduce potential business retention and hiring costs.
If you feel frustrated at work, what is it and what can you do about it?
Blockages and procedural difficulties are often the most frustrating things employees report. Identifying these problems is the job of middle managers, but what if they are part of the problem or simply don’t see the same problems that the people they oversee are doing? This question asks the general staff what the operational problems really are with a hierarchical management structure. Moreover, this question also asks them to consider potential solutions.
If you could change something about your job, what would it be?
This question is designed as a scale to determine whether there is a high correlation between respondents. For example, if the overwhelming number of people say they want more pension contributions or vacation pay, that’s something you can work for. It can also help identify structural issues, for example, if employees tend to report that improving cross-departmental collaboration will benefit their roles.