The online survey development SurveyMonkey has launched a new tool for employers called SurveyMonkey Engage, which (you guessed it) surveys employees about their engagement, job satisfaction, future plans, and other talent dynamics. Phil Albinus reports at Employee Benefit News that the platform collects anonymous survey responses, analyzes them, and displays them in a dashboard for HR directors and senior executives to review:
The first Engage poll, called a “core survey,” is 15 questions plus a few questions that require comments, which the company says takes only five minutes to complete. Employees have two weeks to fill out the survey before the polling is closed.
After the first survey, Engage begins a monthly follow-up survey of three to five questions to create what it calls a “check in.” This “conversational cadence” allows SurveyMonkey to poll employees for their opinions on their employer’s workplace, connection with their job, work matters and more. Every six months, employees take another core survey that resembles the first survey to “establish the baseline of employee engagement.” The company just released a new question bank to add additional questions to the check-in surveys if they desire.
SurveyMonkey is only the latest polling company to get in the engagement survey game: Gallup, for example, has been offering employee engagement services for years. With business leaders more focused than ever on capturing the value of talent analytics, these third-party services are likely to proliferate further in the coming years.
Employee wellness or wellbeing has become a growing focal point of many organizations’ rewards programs, in an effort to help employees better maintain their physical, mental, emotional, and financial health. A new survey from Willis Towers Watson, however, suggests that most employees don’t think these programs are really encouraging them to live healthier lifestyles, with only 32 percent of employees agreeing that they were, compared to 56 percent of employers. David McCann recently covered the survey at CFO:
If you believe employers’ claims, they’re more concerned with their workers’ health than the workers are. While 87% of participating employers claimed that increasing employee engagement in health and well-being is a top priority, a substantially lower proportion (65%) of employee respondents rated managing their own health as a top priority.
Indeed, a majority (54%) of workers think their employer should financially reward them for living healthy lifestyles. And employees increasingly say they would participate in health and wellness programs only if offered incentives; 46% of them said so in 2017, compared with 35% in 2011.
Our own research at CEB, now Gartner, has also shown that employers are still working to achieve the right balance of features in their wellbeing programs and maximize their impact on employee engagement. In a peer benchmarking session at the CEB ReimagineHR summit in Washington, DC, last October, more rewards leaders said they expected wellness or wellbeing to be their number one area of change in 2018 than healthcare or retirement. Budgetary allocations for these programs are not growing, however, meaning HR leaders are being asked to do more with less.
At Amazon’s warehouses and customer service centers this week, the company is offering its hourly employees up to $5,000 to quit if they’re not happy working there, Alana Semuels writes at the Atlantic:
Officially called “The Offer,” this proposition is, according to Amazon, a way to encourage unhappy employees to move on. “We believe staying somewhere you don’t want to be isn’t healthy for our employees or for the company,” Ashley Robinson, an Amazon spokesperson, wrote to me in an email. The amount full-time employees get offered ranges from $2,000 to $5,000, and depends on how long they have been at the company; if they take the money, they agree to never work for Amazon again.
The concept of “the Offer” comes from Zappos, the online shoe retailer Amazon acquired in 2009, and which famously offered its employees a similar deal in 2015 to walk away with several months’ severance if they did not want to participate in the company’s adoption of the idiosyncratic management philosophy known as holacracy. Some observers saw that move as a mistake when 18 percent of Zappos’ workforce took the deal, but CEO Tony Hsieh maintained that it was a successful component of the company’s culture change strategy. The HR and benefits technology company Zenefits copied Zappos’ move in 2016 as part of its own culture overhaul.
Chris Martin, Director of Research at PayScale, showcases the findings of a recent study his company conducted based on survey responses from more than 500,000 US employees. The study sought to gauge the impact of various criteria on employee engagement and intent to stay in their current jobs:
Two variables stood out from the pack for both outcomes: whether an employee feels appreciated at work, and whether they feel their organization has a bright future. Employees who feel unappreciated or who think their organization isn’t going anywhere are less likely to feel satisfied at work and more likely to plan on seeking a new job in the next six months.
Although they don’t align precisely, PayScale’s findings here underline a key insight from our Global Talent Monitor at CEB, now Gartner. This quarterly report provides workforce insights on global and country-level changes about what attracts, engages, and retains employees, based on data from more than 22,000 employees in over 40 countries. (CEB Corporate Leadership Council members can peruse the full set of insights from Global Talent Monitor.)
What our latest global data show is that while compensation is the most common driver of talent attraction both worldwide and in the US, other factors are nearly as important to employees in deciding whether to take a job, including stability (related to the future prospects of the organization) and respect. Indeed, respect has been growing in importance as a talent attraction driver over time, especially in the US, Southeast Asia, and India. When it comes to drivers of attrition (what compels employees to quit), compensation is outranked both globally and in the US by future career opportunity, while people management problems and a lack of opportunities for development are also common factors in employee attrition.
The other interesting finding Martin highlights from PayScale’s study concerns employees’ perceptions of pay practices:
As the year draws to a close, many companies—such as Merck, Xerox, and JCPenney—are publishing their corporate social responsibility reports for 2017, highlighting the CSR activities they have undertaken this year and how they relate to the organization’s overall goals. In judging the impact of a CSR initiative, companies should consider not only how these efforts impact their community, improve organizational sustainability, and advance diversity and inclusion, but also what they mean to employees and customers.
When it comes to employees, candidates today are particularly interested in working for companies that demonstrate a strong commitment to social responsibility, so CSR investments can have a direct benefit in terms of attracting talent. The most innovative companies, however, are designing CSR initiatives that fulfill employees’ demand for volunteer opportunities while also drawing on their professional skills and interests to make that volunteer work more engaging and potentially valuable.
Companies commonly offer opportunities for employees to engage in simple volunteer tasks such as packing boxes of aid for needy households, serving food at a soup kitchen, or cleaning up a public park. These are all valuable acts of community service, but the companies that are having the most success getting employees involved in CSR initiatives are offering them more dynamic and engaging ways to give back.
Here are some of those companies and their methods:
Deloitte partners with nonprofits on projects to provide pro bono consulting or advice, allowing employees to use their professional skills and knowledge to help these organizations have a stronger impact.
Dell uses their Youth Learning program to give underserved youth around the world better access to technology opportunities, including through employees volunteering with nonprofit partners.
Time Warner sponsors employees who participate in public fundraising events such as the Bronx Zoo’s Run for the Wild, and gives out an annual award honoring employees who have made exceptional contributions to public service.
Several new surveys from the UK illustrate the importance of managing against the pressure and stress employees experience at work. In one study, Marianne Calnan writes at People Management, 20 percent of employees said they had taken time off work to cope with excessive pressure:
A further 18 per cent of the 2,000 employees surveyed by the Chartered Accountants’ Benevolent Association (CABA) said they had cried at least once every fortnight because of their job. More than a third (34 per cent) said they didn’t like their job, citing problems such as not being paid enough (9 per cent) and a lack of development opportunities (8 per cent).
The research, released to mark Stress Awareness Day today (1 November), also found that 35 per cent of workers regularly considered leaving their job. The same proportion also said they often missed family occasions or personal engagements because of work commitments. …
A new study from the University of the West of England examines the impact of commuting on employees’ wellbeing and job satisfaction. Based on an analysis of 26,000 workers in England, the study found that “every extra minute of commute time reduces job satisfaction, reduces leisure time satisfaction, increases strain and reduces mental health.” Commuters who travel by bus are particularly affected by the negative impacts of long commutes, but the effect is reversed among those who travel by train: Longer train commutes tend to be less stressful than short ones as commuters are “better able to use their journey time productively.” Those who commute on foot or by bicycle, in contrast, have higher levels of job satisfaction and perceptions of their own health.
The study also measured just how much long commutes hurt job satisfaction, Olivia Rudgard highlights at the Telegraph, finding that an extra 20 minutes of commute time is as bad as a 19 percent cut in pay for the average worker:
For someone earning the average pre-tax salary of £1,800 per month, equivalent to £21,600 a year, an extra 10 minutes spent travelling each way was equivalent to a £340 fall in monthly income, the study found.
At CEB, now Gartner, our recent research has also found that grueling commutes have a major negative impact on employees’ work.