Why Conduct Employee Satisfaction and Workplace 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 necessary training, information, time and support to do their job. Work safely, effectively and efficiently. There are compelling findings on 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 return of $5.50 for every dollar spent on a wellness program, with an 18% reduction in absenteeism among program participants
  • An international soft drink company reported that it saved $500 per year per employee after implementing a fitness program with 60% of all employees participating.
  • Du Pont reported a reduction of 11,726 days of disability 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 workplace fitness and wellness programs

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 work intentions.

To ensure the best return on investment for your employee and workplace assessment, you should 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 to modernize Japanese industries after World War II. It focuses, in part, on ‘continuously’ 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 just control; in creating change and not just in maintaining performance.

In a CI company, employee wellness initiatives, programs or processes are subject to continuous improvement cycles. 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 the change are developed. Goals, objectives, related activities, and performance measures (i.e., Logical Models) are established.

DO: A plan is implemented to achieve the desired results.

STUDIES: The impacts and results 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 return to the initial planning phase to create a new course of action. here is 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 increase of 9.7% in workplace accidents and a 13.5% increase in absenteeism.

PLAN: A review of human resources data confirmed the increases in accidents and absenteeism. Confidential interviews were conducted with select employees who felt the new manager had made unilateral changes to shifts and some key operational 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 the employees most affected by these changes to reduce accident and absenteeism rates, and improve relationships at work.

DO: Some of the shift changes were reversed based on employee feedback. Training was instituted to bring employees up-to-date with new production processes and equipment.

STUDIES: A follow-up study found that most of the negative factors associated with the changes had been reduced or eliminated. This was confirmed by a statistically significant reduction in work accidents and a reduction in absenteeism. It also turned out that the new manager was unaware of the 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, leading them to feel more valued and engaged at work.

ACT: Changes made during the ‘Make’ stage were permanently incorporated into the workflow. Training is now provided to all new employees 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 Method for Continuous Improvement” (Note: A modified version of this article will appear in the next issue of Canadian meat magazine.)