Why Conduct Employee and Workplace Satisfaction Assessments? Ideally, employers conduct these studies to collect and analyze the information necessary to ensure that employees at all levels, and in all departments and workplaces, have the training, information, time, and support they need to do their jobs. work safely, effectively and efficiently. There are compelling findings about the positive return on investment experienced by companies that implement employee wellness initiatives, particularly when based on both quantitative and qualitative research findings (1). For example:
- The Coors Brewing Company reported a $5.50 return for every dollar spent on a wellness program, with an 18% reduction in absenteeism among program participants
- An international soft drink company reported saving $500 per year per employee after implementing a fitness program, with 60% of all employees participating.
- Du Pont reported a reduction of 11,726 disability days at the end of the second year of a wellness program
- The City of Toronto reported that employees missed an average of 3.35 fewer days in the first six months of a fitness program than those not enrolled in the program.
- BC Hydro reported that employee turnover fell from 10.3% to 3.5% following the implementation of wellness and fitness programs in the workplace
Our own studies have confirmed a strong statistical correlation between employee satisfaction levels and job stress, their rates of absenteeism and presenteeism, and their future employment intentions.
To ensure the best return on investment for your employee and workplace assessment, you must have a clear idea of why you are conducting a study at this time and commit to creating and implementing a plan to address the findings of the study. study. Continuous Improvement (CI) provides a great framework for facilitating positive changes in the workplace.
CI was developed by WD Deming as a means of modernizing Japanese industries after World War II. It focuses, in part, on ‘continually’ increasing the effectiveness and efficiency of all facets of a business or organization (2). Many aspects of CI touch on the culture and climate of the workplace and the long-term commitments of employees to their employers. From a human resources perspective, CI can lead to improvements in communication, leadership, organizational processes, and employee satisfaction.
CI is based on the concept that managerial actions are aimed at improvement and not only at control; in creating changes and not just in maintaining performance.
In a CI company, employee wellness initiatives, programs or processes are subject to cycles of continuous improvement. There are four steps in these cycles: Plan, Do, Study and Act (PDSA).
PLAN: A problem or concern is identified. The processes necessary to achieve change are developed. Goals, objectives, related activities, and performance measures (i.e., Logic Models) are set.
DO: A plan is implemented to achieve the desired results.
STUDIES: The impacts and outcomes associated with the administration of this plan are measured against external benchmarks and/or prior performance.
ACT: Changes are incorporated into your ongoing processes or you return to the initial planning phase to create a new course of action. here’s a fictional case study to illustrate how an employee-based PDSA cycle might work in a manufacturing context. A company hired a new operations manager from another region. In about six months there was an unexplained 9.7% increase in workplace accidents and a 13.5% increase in absenteeism.
PLAN: A review of human resources data confirmed increases in accidents and absenteeism. Confidential interviews were conducted with selected employees who felt that the new manager had made unilateral changes to shifts and some key operating processes. These employees felt left out of the decision-making process, which was different from the way the former manager made important decisions. Based on these interviews, an employee questionnaire was developed and administered. The study found that some of the staff did not feel prepared or trained to carry out the new processes. They also felt that the new manager did not value them. These factors resulted in inappropriate use of equipment by some employees, increased levels of stress at work, sleep deprivation, and conflicts at work and home. This, in turn, caused some employees to be tired and distracted at work, and more prone to accidents. The highest rates of absenteeism were reported by employees with the highest levels of stress. In response to these findings, the company, through a committee chaired by the new manager, sought input from employees most affected by these changes to reduce accident and absenteeism rates and improve workplace relationships.
DO: Some of the shift changes were reversed based on employee feedback. Training was instituted to bring employees up to speed with new production processes and equipment.
STUDIES: A follow-up study found that most of the negative factors related to the changes had been reduced or eliminated. This was confirmed by a statistically significant reduction in workplace accidents and reduced absenteeism. It also turned out that the new manager was unaware of employees’ expectations of participating in decision-making at work, as this was not part of his previous experience. He began to see employees in a new light, which led them to feel more valued and engaged at work.
ACT: Changes made during the ‘Do’ stage were permanently incorporated into the work process. Training is now provided to all new hires and employees are consulted on key changes. As a result, higher rates of employee satisfaction and a proportional decrease in workplace accidents and employee absenteeism have been sustained over time.
(1) see http://naturalhealthcare.ca
(2) see “A Ten-Step Approach to Continuous Improvement” (Note: A modified version of this article will appear in the next issue of the canadian meat magazine.)
