Gathering , analyzing and creating information from data with which we can make decisions at the operational or strategic level is critical to the role of the quality professional. Often such data relates to employee or customer satisfaction. Accepting the information can be the most important aspect in this process. There is often the danger of an ego being bruised or gut instinct overriding reality , ignoring the information and either doing nothing or doing the opposite.
For example, an anonymous employee satisfaction survey was carried out in an organization. Employees were asked to think about issues that they wanted to share with the leadership team in the weeks leading up to the launch of the survey, giving plenty of detail about how the team could improve. When the surveys were completed frustration was let loose. Leaders said: "How could these ungrateful good -for-nothing do this to us? This is a great company, don't they appreciate the benefits, the fitness suite and everything else?" Meanwhile one manager started trying to work out who wrote the negative survey comments by the style and phrasing and began interrogations.
In this situation it is better to save money and keep morale where it is, wherever that may be. If you don't intend to use the data and if you don't want to hear the potential bad news, then don't ask. By not carrying out the survey you will save money, you don't lose productive time by having your staff completing the survey and you don't raise expectations and go on to kill morale with your frustration. All that employees completing surveys, especially 360-degree feedback, fervently wish is that their scores will not be traced back to them. How honest about their boss will be if that sort of fear exists?
In another example, the teams spent weeks creating a detailed analysis for their department's strategic planning. But at the off-site strategic planning event, none of that data was asked for. The President simply said. " Let's go around the room and hear from each of you the number you think we should produce next year. After all, planning is somewhat like throwing darts at a dartboard." So much for planning, time, effort, enthusiasm and the rest of the day.
Using a final example, one foreman couldn't care less about his job while another was very proud of his work and his team. The work was outdoors in all weather and covered fields , bogs and mountains. Every so often the CEO came out to inspect the work of both crews. The crew that really cared always did twice the work in the same time as the other while at a high standard, but the CEO never mentioned anything to either about their performance.
So what drove the better crew to continually improve? The answer is that the employees respected their foreman , appreciated how he looked after them and, because they were the best, had pride in their work. They couldn't have cared less about their boss and his attitude, although he wasn't aware of that.
So do you believe that your team, department or organization provides outstanding service or quality of product? What is this belief based on? When you get negative feedback don't respond defensively, even if such feedback is small percentage of responses. This is the really valuable information that reflects the cracks in your systems that can be responded to before they become widespread. No organization or process is perfect so be open to ideas and opportunities for improvement. Don't dismiss them or fewer people will tell you the truth and the cracks will tell you the truth without you knowing. Ask yourself three questions:
- Do you know how your employees feel?
- Do you conduct surveys? If not then the answer to the first question is no.
- Do you rationalize away negative feedback that you receive from surveys?
When you have honestly answered these questions then you can start to understand how motivated your workforce really is.
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