Entry & Exit
Expectations of employees have changed. Retention of top talent is more challenging than before. An organization that has an engaged workforce, has better opportunities to hire and retain key talent. Successful organizations are value driven with employee centric cultures.
Recruiting & Onboarding
The first questionnaire examines the interview process. This involves job description versus actual work, orientation and training. It also takes into account the compatibility with the organization.
The second questionnaire assists you in exploring your organizations training practices, timing, content, flow, and your recommendations for improvement which helps with action planning.
First Year Impressions
The third questionnaire analyses practices, such as internal information and communication. It also measures growth opportunities, work resources, and general sense of engagement.
The Entry Survey monitors your recruiting practices. It also taps into the current crop of new talent, helping them feel valued and engaged. The advantages include:
- Boosts retention rates and maximizes recruiting investments
- Resolves potential problems before they happen or escalate
- Builds rapport between the newcomer, coworkers, management and the organizations
- Expresses organizational gratitude
The Exit Survey collects valuable data on why employees quit. Furthermore, it conveys how to improve retention, and improve recruiting top talent. Its advantages include:
- Brings attention and clarity to issues that may have seemed insignificant
- Decreases the percentage of voluntary exits within the first year
- Instrumental data for future action planning
- Insights help figure out how to improve collaboration, motivation, effectiveness, and employee engagement
- Keeps recruitment, retention, and culture issues imperative
Download the Entry Survey Info Sheet to find out more
What dimensions do you measure?
Below is a list of our thirteen core dimensions. We also measure Mental Health and/or Safety if required for your organization.
Refers to attitudes about how comfortable an employee feels with their ability to perform their role. It also assesses an employee’s perspective on how the organization has enabled them to do their work by providing the necessary tools, equipment, training, and physical environment.
Refers to the attitudes that an employee has with regard to their personal growth, development and career at your organization.
Measures the attitudes that reflect an employee’s expectations about how they will be measured and evaluated, and if they feel they receive fair and regular feedback.
Refers to how an employee feels about the behaviours of and relationship with their day-to-day supervisor (ex. manager, foreman).
Refers to an employee’s satisfaction with different components of their total compensation and if they feel it is equitable given market conditions.
Measures if an employee feels they have an appropriate balance between work responsibilities and their personal life, and whether they feel able to have control over their workload.
Measures the degree to which an employee feels there is adequate cooperation, collaboration, and team spirit at Your organization. This should be interpreted to mean in the organization as a whole.
DIVERSITY & INCLUSION
Measures the degree to which an employee feels that diversity and inclusion are respected in the workplace, and whether there is any difference in experience between those with different race, nationality, gender, age, sexual orientation, religion, perspective/idea, ability or other self-defining characteristic.
Your organization defines:
- Diversity as the openness of differences in self-identifying characteristics, attitudes, perceptions, and behaviours
- Inclusion as the degree to which differences are valued and used to improve results
Assesses if an employee feels that Your organization has a commitment to do high quality work and; if new ideas for doing the work are considered and accepted. It also measures if an employee either feels they can learn from mistakes or if they are afraid of trying something new for fear of being blamed for mistakes.
INFORMATION AND COMMUNICATION
Measures if an employee feels that information necessary to do their job is readily available and shared in an open and honest manner.
Assesses the extent to which an employee has respect for the behaviours of and has confidence in the executive leadership of the Your organization (ex. CEO and Senior Vice Presidents).
Measures the degree to which an employee feels a sense of common purpose. Does the employee understand the corporate priorities and goals/targets of Your organization? Does the employee feel they contribute to those goals?
Measures six attitudes, which together are the best predictors of an employee’s willingness to contribute extra effort because they want to.
How long is the survey open?
The survey is accessible online 24 hours a day from the survey open date to the survey close date. The goal is to get as many responses as possible in the first few days the survey is open. Your organization will receive reminder emails and response rate updates throughout the survey period and be notified when the survey is closing. If employees don’t have time at work to address.
How often should we survey? Why?
Your organization wouldn’t consider operating without a defined budget, right? And it wouldn’t get far without its mission statement, or projections for the next few years. We advise that you think of the employee engagement survey as essential to how your organization operates.
Doing one survey is an effective way to identify areas where the organization can improve and to take the pulse of employee engagement. But by repeating the survey, the organization will be able to see if it’s improving on commitments, where it’s improving, and where it needs to direct attention. By monitoring trends and tapping into the opinions and ideas of employees, senior leaders can keep a finger on the pulse of the organization.
Conducting a follow-up pulse survey about 1 year after the initial survey ensures that action plans are working. It also creates internal benchmarks against which to measure future successes. TalentMap recommends that a full engagement survey be completed every two years. Build the survey into your annual business planning, and continue a cycle of survey, analyze, take action, and repeat.
What Is Key Driver Analysis?
Key Driver Analysis is a powerful way to derive business value from your employee survey data. It helps you target improvement efforts to get the ‘biggest bang for your buck’ by identifying the key leverage points for improving the engagement at your organization.
How does it work?: A Key Driver Analysis uses a statistical technique known as multiple regression to identify patterns in the responses of employees. By using multiple regression, it is possible to identify which questions have the strongest and most meaningful association with your employee engagement score.
When you prioritize your intervention efforts based on the results of statistical analysis, the results are far superior to simply basing intervention efforts on the lowest scoring items in a survey. Typically the lowest scoring items (like compensation) have a very weak connection with employee engagement, and thus even large investments to improve these low scoring items do not result in large improvements in engagement.
“Key driver analysis is a powerful way to derive business values from your employee survey data.”
— Sean Fitzpatrick, President TalentMap
How does TalentMap determine key drivers for my company?
TalentMap has a scientific method for identifying key drivers of engagement for your specific organization. Our methodology takes into consideration the size of your organization, regression analysis, comparison data and overall performance scores.
What is Employee Engagement?
Employee Engagement describes the way employees demonstrate commitment, ownership, and discretionary effort toward their work, team, and organization. How people feel about their jobs, working conditions, management, compensation, and a host of other factors determines how well an organization performs.
Engaged employees are loyal and psychologically committed to the organization. They are far more likely to deliver above-average performance. In addition, engaged employees are more likely to stay with the organization, be more productive, customer focused, resilient, innovative, and be star performers.
Employees who are not engaged may be productive, but they are not psychologically connected to their company. They are less inclined to give the best of themselves to the organization. They are more likely to miss work days and more likely to leave. Employees who are actively disengaged are psychologically absent, are unhappy with their work situation and insist on sharing that unhappiness with their colleagu
Why Measure Employee Engagement?
Measuring employee engagement with an effective, proven measurement tool will provide your organization with a snapshot of the current landscape. It will identify areas of strength, weakness, and what the specific drivers of engagement are for your organization. In addition, when surveying with TalentMap, our clients received Benchmark data of comparable organizations so that you not only get an idea of how your organization is performing, you get a sense of how it is doing compared to others of a similar nature which will help provide context and focus.
High engagement levels help to increase an employee’s odds of success. Teams that get engagement right improve their odds of having higher performance on the important outcomes organizations care about most. When comparing top-performing teams against bottom-performing teams in Gallup’s database, the average differences were:
* 10% higher customer ratings
* 22% greater profitability
* 21% greater productivity
* 25% less turnover (high-turnover organizations)
* 65% less turnover (low-turnover organizations)
* 48% fewer safety incidents
* 28% less shrinkage (theft by employees)
* 37% less absenteeism
* 41% fewer patient safety incidents
* 41% fewer quality defects
The statistics show that the greater the percentage of engaged employees and teams in your organization, the more likely it is to meet – and potentially exceed – its business goals.