A national employee survey as reported in Maclean’s suggested that
we Canadians don't like to think of ourselves or wish to be treated as
though we are cogs in an endless wheel of production.
The article suggests this is a new idea when in fact the sense of being
used and abused in the workplace is the perennial problem of any form
of work.
One CEO, a client of The Tamarack Group, said the increasing pace of
change and competitiveness in the market place demands that
organizations take better care of their employees. This means not just
one go at dramatic change but rather a constant and vigilant care over
procedures and processes with frequent evaluation of human resource
issues.
An organization that remains committed to its employees and
conscious of how satisfaction can affect the quality of work, will
continually calibrate itself.
This can be done most effectively through surveys designed to find the
birthplaces of fissures or where employee attitudes are shifting even in
their most subtle forms. Too many organizations have first hand
experience in discovering that not staying abreast of these changes
can quickly lead to disastrous ends.
Surveys are like road markers. Unlike any other form of research tool,
surveys can open opportunities for employees to express their
concerns within the broad categories of communication, productivity,
values, supervision, ethics etc.
They pinpoint problems that often come off as being mere whining by
employees when expressed over lunch or to union stewards. Our
experience has shown that organizations are frequently oblivious to
the warning signals these complaints are sending or discount their
connection to real structural problems. When this happens frustration
levels rise to the extent that business itself is affected.
Can organizations do this on their own? Our adamant response is NO.
This comes from our endless experience of watching organizations
create biased and leading surveys meant to tout their own successes
instead of being objective fact finding ventures. Such surveys
undermine the aims of the organization. The message once again
confirms employees' suspicions that the organization simply doesn't
care.
Organizations that recognize the principle of self-evaluation and the
importance of change are ones that often have the most satisfied and
motivated employees. What does this mean for the organization?
Surely it allows the company to continue to be more competitive and
grow into new areas knowing that it has the backing of a committed
team of people.
