Yesterday I met with the VP of Human Resources at a Fortune 500 company. I asked him how many people he had working for him and he said “About half.”
[sound]

Though he said it in jest, it’s no secret that workplace morale- intrinsically tied to workplace productivity, is down. In January a Conference Board survey found that only 45% of those polled were satisfied with their jobs. Last month, Addecco Group North America released results of a survey to see if American workers were still “in love” with their jobs, and only 39% said that the economic situation caused them to appreciate their jobs more.

With the economy stabilizing and in many cases improving, popular thinking is that employees will be jumping ship, and the “war for talent” will be back as a hot topic.

But what about the Loyalists. Or the Lazyists? The ones that aren’t looking for a new job or leaving any time soon. Maybe they’ve downshifted their efforts to match demand. Maybe they’ve gotten used to marching to a slower tempo. Will they wake up one Monday and start giving 110%?

The internet is full of quick, cheap and tidy ideas on how to improve workplace morale. They range from cuddles (recognition) and huddles (go-team-go) to thank-you notes, free lunches and time off for good behavior.

But I contend that these broad brush strokes do little to improve culture or morale or raise the needle of employee engagement in any significant way. (I invite you to disagree and leave a comment with your proven favorites.)

Rather, now is the time to survey your population and get a baseline understanding of the current climate.

Are your employees connected to business?
Do they understand the goals and how their work contributes to the success of the enterprise?
Do you understand the top three places they might seek employment if your organization ceased to exist, and why?
Do you have systems in place that compensate employees for accomplishing goals large and small?

If your company has “taken a break” from launching employee surveys out of fear of what they will reveal, I urge you to bring them back.

We are at the pinnacle of new and noteworthy times when HR can drive the rally, and implement focused ideas, tied to business goals that improve culture.

At the very least, you will have real insights from which to compare next year, or build a solid communications plan that drives employee engagement. (For help with survey or plan call us). At best, you have validated your own contribution to growth and revenue of the company you call home.

Later in the conversation, I asked him if he had any metrics around his recruitment advertising results. He said that he’s wasting half the money he spends- the trouble is, he doesn’t know which half. [sound]

Labels: BRANDEMiX, Employee Engagement, Research

As Seen on ERE.NET- This article marks my debut as contributor to ERE.net, the online community comprised entirely of professionals who are part of the recruiting industry. I look forward to being a valuable part of such a long-established leader in the virtual publishing field.
=====

Coming up on the second weekend of the NCAA tournament, I am happy to report that I’m in first place in my pool of 35 basketball fanatics. I won two years ago and I’m looking to repeat the performance. The funny thing is that I don’t even follow the sport. My personal secret is my professional weapon: pre-project research.

Research is an oft-forgotten yet essential business tool and can save money, time, and resources. While the cost of entry for my basketball pool was only $25, the stakes are significantly higher when assessing the costs to launch a new branding campaign, career site, or national recruitment program. Small mistakes can create long-term headaches like high turnover, poor performance, or dropped conversion rates.

So before the next round of hoops begins, lets take a moment to look at some of the different kinds of research there are, and when it makes the most sense to launch yours.

There are three kinds of research.

Secondary. Secondary research already exists, and is therefore the least useful in helping you, since every project in unique. Your company, your culture, and your objectives are different from everyone else’s on your buddy list, so you can’t expect to have the same outcomes from similar projects that you launch. (Secondary research did however, account for my early success in the basketball pool.)

Quantitative. Quantitative research is often used as an independent survey tool, but it is most effective when used to validate the findings of your qualitative study. Think quantity, think survey, think slice and dice statistics. It’s much more objective since when the questions are crafted correctly, the answers are unbiased. The costs of running quantitative research surveys have come down considerably through online tools like SurveyMonkey or Zoomerang. The trick is getting the right analysis from the data. Make sure that you get a fair-size sample pool across geography and skill sets, if applicable to your project.

Qualitative. Qualitative research should be both the beginning of your discovery process as well as the launching platform for any next research steps. Bring in a small sampling of the “right” types of people and do a focus group, in-depth interview, or telephone campaign. The questions are open-ended and the answers are subjective. A trained moderator will probe to explore the deeper perceptions, opinions, and feelings about your topic. Think quality, ideas, and individual interpretation.

The costs of launching qualitative research vary, but expect a price tag of $3,000 to $5,000 per group, depending on the circumstances, and don’t make the mistake of going cheap and doing it yourself. You’ll be biased and won’t get good data from the effort.

Qualitative research using employees can help define: Internal culture; employer brand and value propositions; alignment of executive strategy with general population; and the strengths/weaknesses of your recruiting campaign among target populations.

Launching internal research using your own employees? It shouldn’t take more than two hours at the max. Get a skilled facilitator and have it off-site. The more people can rely on anonymity, the closer you’ll get to the truth.

Offer an incentive. These can range anywhere from a really nice catered lunch or dinner to $100 gift cards depending on the circumstances. If you’re doing a group with commissioned salespeople, consider that they might be losing revenue from possible missed sales.

Have a well thought-out discussion guide, but allow for the flexibility to go “off-road.” I’ve been involved in situations where from the moment the first group begins, I know I’m in for a bumpy ride. Whether there was a disconnect between assumption and reality or a significant event that shaped the course of the conversation, don’t worry if a group goes somewhere unexpected. Often that’s the precise outcome we’re hoping for because it demonstrates engagement of the attendees.

As in the adage “if it can’t be measured it can’t be managed,” research is the fundamental starting point of any new effort. For a cost of less than $20,000 and a window of 90 days, you’ll reap the benefits from new insights or a confirmation of gut instincts that ensures the successful outcome of your project.

Labels: Branding, Recruiting, Research