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| On Board is three brief on-line, telephonic or paper surveys for new employees to complete at various stages of their early months with the organization. Reports reveal the effectiveness of management and organization practices specific to issues particularly relevant to retention of new hires. |
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| Imagine is an assessment survey that reveals your current employee’s satisfaction with, and dedication to, their job and your organization’s goals and objectives. Through Imagine’s unique set of retention-driven reports, employers are able to understand what managers and organization characteristics are causing turnover and what steps can be taken to enhance retention. |
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| eXIT is an exit-interview survey that gathers information necessary to understanding causes of employee turnover. As with other answer’s surveys, employees respond on-line, by telephone or on paper. |
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Employee Retention Surveys
New hire, existing employees, and exit interviews |
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| Web-based, on-line, telephonic and paper |
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| In this edition, answers@work provides employers helpful tips on: |
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Improving Employee Participation
in Surveys |
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| The following articles are abbreviated segments of a white paper answers@work provides to assist it’s customers in gathering survey data important to employee retention strategies. |
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| Executive Summary |
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| The value to the employer of employees participating in surveys cannot be overstated. The primary objective of the survey process is to gather information the employer can use to develop programs and coach management to improve employee retention through improved practices and enhancement of the work environment. In recognition of these goals, an employer must commit the resources to encourage employee participation in general climate, or specific-purpose surveys. Many companies spend thousands of dollars to reward employees for taking the time to complete surveys. The return on investment is notable. Danbury (CT) Health Systems (DHS) reports that in 1999 half of new employee’s left in the first year of employment. Moreover, each lost employee cost the hospital system an average of $85,050 in replacement employee, recruitment, orientation, and training costs. |
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| Once committed to gathering employee opinions, an organization must assign accountability, select quality survey tools, and then encourage employee’s involvement. Procedures may need to be introduced or changed to enhance participation. For example, an employer should channel employees to locations where surveys can be easily completed to quickly drive up participation levels. However, leadership of changes in organization practices requires a program coordinator, specific policies and/or procedures, and collaboration between multiple-employer departments. Again, commitment to attracting employee’s participation is essential to recognize the financial and retention benefits the survey report information will render. Publicity is key. Announce the survey is coming, reward participation with contests, and publicize contest winners and survey results. Ultimately, publicizing new programs that emanated from employee-provided data will demonstrate to employees that survey participation can make a difference.
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