Anonymous survey of workers at the plant. Moral stimulation. Create a staff survey system! Make a plan

Svetlana Alaeva, General Director of the Maxfit company, Tver

• How to evaluate employees on many parameters without turning it into a complex and lengthy procedure
• Employee performance assessment: how to choose employee performance criteria
• How to encourage employees to take initiative

We regularly conduct employee performance assessment and make ratings based on the results of their work. Every month we determine the best in each division, assessing how the club’s standards were met. We evaluate the initiative of employees on a quarterly basis and, in order to stimulate the desired behavior, reward the most active ones. At the end of the year, we select the seven best in the company.

Criteria for assessing employee performance and compiling ratings

The criterion for evaluating the work of employees is the action that the employee must perform as part of the performance of his duties and which we can check. Each department has its own criteria for evaluating employee performance. I will give some examples, for example for the monthly assessment of receptionists.

1. Working with the phone. It is important how the employee answered the call; the image of the club and the caller’s decision to become our client depend on it.

2. Working with the cash register and computer program. If an employee makes mistakes in the program, the accountant will deal with them instead of minding his own business.

3. Meeting and seeing off clients. The club's services are not cheap, so clients have the right to count on an individual approach. Reception staff are required to know everyone by sight and name. If they don’t remember or don’t know the person, then while they are accepting the card and giving out the key, they should look into the computer and contact the person by name: “Vasily, good training!”

Here, for example, are the criteria for evaluating the work of employees - instructors.

1. Service. For example, at the beginning of the lesson, the instructor should greet everyone and introduce himself, find out who came for the first time. You need to get to know new people and approach each one during the lesson in order to remember them better.

2. Attendance. When entering the room for a group lesson, clients write their name on a sheet. The trainer then passes the list to the group program coordinator. He compiles a summary report: how many people each coach had. Among the criteria for evaluating the work of employees in each department, there are those that evaluate not so much the performance of duties, but participation in the life of the company. They are assessed separately once a quarter. Examples of such criteria.

3. Participation in corporate events. To get the highest score on this criterion, it is not enough to just come to the corporate New Year celebration; you need to participate in the preparation of the program, invite clients and communicate with them at the event.

4. Participation in the development of the club. There are instructors who constantly come up with ideas. For example, label the dumbbells, indicating where each weight is, to make it more convenient for clients.

Who should be responsible for assessing the quality of staff work?

In each department, the manager is responsible for assessing the quality of staff work. Over the course of a month, he selectively listens to employee telephone conversations and watches training videos, and also talks with colleagues from other departments to make the assessment more objective. Thus, the responsibilities of sales staff and reception staff include attending group training sessions. They look to see if the instructors follow all club standards. If the instructor works well and is liked by clients, then the latter can renew the club card, and therefore the sales department will receive bonuses. Therefore, at weekly meetings, salespeople willingly share their impressions of the instructors’ work.

Within a month, the manager fills out a paper inspection form for each employee, in which he gives pluses for correct actions and minuses for violating standards. The assessment of the quality of staff work is accompanied by comments. If an employee has questions about the results, we discuss with him all the errors recorded in the form. If necessary, we re-examine audio and video recordings.

Each criterion for evaluating employee performance has its own weight and range of points. For example, the weight of the criterion “working with a cash register and a computer program” is 10%; it is assessed on a three-point scale (see. table). So, if during a month an employee receives only pluses according to this criterion, then he has three points, and if there are continuous minuses, then he has zero. These scores are then multiplied by the weight. The employee’s final results for all criteria are summed up, and a monthly rating is compiled based on them. It is posted in the employee area.

How to evaluate employee performance and how to reward the best

We give the best employee of the month in each department 1,300 rubles as a club deposit, which can be spent on club services: manicure, pedicure, massage, lunch in a cafe and sports bar. Considering that there are discounts for staff, the amount is quite significant. For example, lunch in a cafe will cost 200 rubles, Charcot’s shower – 150 rubles, manicure – about 400 rubles. In addition, we post photographs of the best employees on the walls in the client areas of the club.

At the end of the year, we summarize the 12 ratings. We look not at the amount of points, but at the number of victories: whoever wins more often receives the title of employee of the year in his department. We increase the salary rate for the winner (we have fixed grades): for trainers - by approximately 20%, for reception staff and sales managers - by approximately 15%.

• Gratitude to an employee: 8 unusual ways to reward good work

In addition to monthly ratings, which reflect the performance of official duties, we compile activity ratings quarterly. At the end of the year, we sum up the results and reward the seven most proactive instructors. The one with the most points chooses a gift from the list first.

The prizes are:

• 30 minutes of solarium monthly;
• 500 rub. for sports nutrition monthly;
• 300 rub. by taxi monthly;
• monthly massage session;
• 300 rub. to mobile phone monthly;
• 300 rub. for one lunch monthly;
• the opportunity to bring a friend to the corporate New Year for free.

Prizes were selected in such a way that they would contribute to the growth of the club’s popularity or make life easier for the staff.

The main result of the ongoing activities is that clients note the literacy and customer focus of the employees. For example, each of them can quickly and correctly answer any visitor’s question, even one not related to his duties. In 2013, 50% of clients renewed club cards, and in 2014 – 57%. Also, last year, revenue from additional services, as well as extension of classes with a trainer, increased by 10% compared to 2013, and the number of clients increased by 50 people.

Svetlana Alaeva Graduated from the Tver Pedagogical Institute with a degree in physical education teacher. She studied rhythmic gymnastics for twelve years. From 1998 to 2010 she taught at the Faculty of Physical Education at Tver State University. Has been working at the club since 1996, since 2001 - General Director; in the same year she created and headed the public organization “Aerobics Federation”.

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- Tell us about the stages of the survey?

Before conducting the survey, we, of course, determined who would be included in it. To do this, all plant employees were asked to answer a number of questions. 212 people responded to our request. Moreover, they are all workers from different buildings, sections and teams. And this was very pleasing, since it was important for us to receive an objective assessment regarding the entire plant as a whole.

As a result, among the respondents there were 95 men and 117 women. Their ages ranged from 20 to 61 years.

All participants were given a list of questions consisting of 15 items. The main condition that we immediately set for the participants was to answer questions as honestly as possible. We did not require you to indicate your last name, we only asked you to indicate your gender, age and the area where you work. Let me emphasize once again that we needed all this data in order to create a holistic picture of the entire plant.

The impetus for change

- How did employees perceive the survey? In your opinion, did they fulfill your main condition - to be honest?

All employees took a responsible approach to this event. For this I would like to thank them. But perhaps this is also because they have an excellent opportunity to express their comments and wishes directly to management. Of course, no one wanted to miss her.

Undoubtedly, all data will be systematized and analyzed; this is now being done by the HR department. Moreover, I am sure that they will serve as an impetus for further transformations of the enterprise and improvement of the microclimate in it. And some steps in this direction are already being taken.

After reducing the number of employees, the so-called team recovery began. After all, we are interested, first of all, in a qualitative increase in labor productivity and providing conditions for increasing wages for production workers (primary and auxiliary).

- Can I find out exactly what questions were asked to the respondents?

As I already said, there were 15 of them in total. The questions were quite succinct and thoughtful, so you had to answer them slowly, carefully thinking.

Different opinions

I would conditionally divide the questions into three blocks - the first concerned directly everyday work. For example, do you like your job (by the way, 131 people answered yes, that is, more than half), would you like to move to another job, how well do you think your work is organized. It also contained a proposal to voice what, in the opinion of the respondents, needs to be done to improve working conditions in a particular area. It should be noted that the proposals were very different, ranging from increasing wages, improving sanitary and hygienic conditions and repairing toilets, ending with the provision of dry rations at night and the possibility of free training in other professions.

Let me make a reservation right away that much of what was proposed was mentioned in another lengthy question: “Please indicate to what extent are you satisfied with the various conditions of your work?” Here one could express an opinion regarding wages, workplace equipment, sanitary and hygienic conditions, relations with the immediate supervisor, opportunities for advanced training, variety and volume of work.

It is important that we are already solving some of these problems. For the convenience of workers, all locker rooms were moved to a renovated building. Now it will be pleasant to stay in them, the locker rooms are spacious, bright, with clean showers... In the future, it is planned to organize rest areas, as the employees requested.

- What were the second and third blocks of questions?

They concerned relationships in the team and the qualities of the immediate leader.

More positive

So, in order to find out whether the relationships in the team are good, we suggested answering the following questions: “Suppose for some reason you are temporarily not working; Would you return to your current job?” or “If you had the opportunity to spend a vacation with members of your team, how would you feel about it?” I am glad that there are much more positive responses than negative ones. Based on preliminary results, we can say for sure that people at the plant, for the most part, respect each other and are friendly to colleagues.

We also asked to name several names, which of the team members is most respected by their comrades and to whom they could turn on business issues. About seven to ten names were named.

- What criteria were the managers used to evaluate?

Here we have compiled a kind of rating. The question itself sounded like this: “Please rate on a five-point scale the degree of development of the qualities listed below in your immediate supervisor (5 - the quality is very developed; 1 - the quality is not developed at all). Among the listed qualities are hard work, social activity, professional knowledge, caring for people, demandingness, responsiveness, sociability, the ability to understand people, fairness, goodwill, and hard work.

Thus, after a complete analysis of the data obtained, we will be able to give a real assessment of this or that manager through the eyes of the workers themselves, which means, if necessary, to carry out some work on mistakes. Agree, this is important for improving the microclimate in the team.

Let me remember the well-known catchphrase - informed means armed. This questionnaire is also a kind of weapon for us. We strive to ensure that every employee of POLAIR Group feels as comfortable as possible in the workplace, at least in terms of communication with colleagues. After all, its performance and performance directly depend on this. And that means, as a consequence, the success of the company as a whole.

Large enterprises in the West, and more recently in Russia, are increasingly beginning to use employee surveys in order to find out the opinion of the company not only from external audiences, but also from internal ones. Using a survey, you can determine what the company’s employees think about its activities, future, and image. Also, thanks to the survey, it is possible to find out whether people working in the organization are satisfied with their salary, social package, relationship with management and the team.

An important point of the study based on a questionnaire on personnel management is this: operators should be able to easily find a common language and establish contact with respondents during the conversation.

In general, the purpose of the employee survey is to study the personnel management system that exists at the enterprise and the opinions of employees.

Employee survey

Sometimes the inability to realize a company's full potential is due to a low level of employee ownership and interest. An employee survey is a fairly effective tool through which you can identify problems and eliminate them by making the necessary changes. By improving the situation, the organization can improve the organization's performance and the level of employee performance. Such research only makes sense when there is feedback received from employees and when it translates into concrete action.

Opinion surveys of people who work in an institution help to identify the reasons that hinder the effective work of staff and the company as a whole, and then eliminate them.

Employee Satisfaction Surveys

When employees are satisfied with their work, their labor productivity is much higher and the number of absenteeism is lower. Satisfied and joyful employees are always ready to take care of the prosperity and favorable development of the company. But if they are unhappy, then accidentally or intentionally they can harm the organization.

An excellent method for getting good feedback from staff is to conduct employee satisfaction surveys. It is good because it provides anonymity and enough time to think about the topics being discussed. Also, the method is not so expensive and labor-intensive, especially if the survey takes place online.

Questioning is the most convenient and fastest way to receive feedback.

Here is a possible sample list of topics that may be included in the questionnaire:

1. Biographical information (age, gender, education, marital status). The data in this block allows you to more accurately analyze the answers in subsequent (target) sections.
2. The possibility of changing your workplace in the near future and the reasons why this might happen. With the help of this section, it becomes clear where exactly there are weaknesses and weaknesses in working with personnel.
3. Evaluating current work. This block determines employee satisfaction based on such basic parameters as relations with management, payment, interest in work, etc.

This section of questions is the main one, so it should contain as many more topics as possible:

• - assessing relationships with the team)
• - desire and desire to improve qualifications)
• - information regarding labor assessment in the company and incentive principles)
• - employee recommendations on improving motivation to work.

Each organization has the right to add or reduce this list of issues.

Start of the project

For feedback in any form to be successful, you need to reach as many audiences as possible for a fair number of completed questionnaires. In this regard, several points need to be taken into account.

Firstly, employees must understand why the survey is being conducted (they must be informed by email, through announcements, personal conversations).

Secondly, you need to choose the right time to conduct such a study (you should not do it during a “crash” at work or accidents, since the staff will be dealing with solving the most important problems, and not with the issue of job satisfaction). The best time for surveys for employees is a normal weekday without force majeure.

Thirdly, it is necessary that employees trust those who will process the research results. Without trust, it is unlikely that it will be possible to obtain reliable and complete information.

Conducting a survey in an institution

How to conduct a survey must be decided based on the size of the organization, territorial location and other conditions. If the company is small and located in one office, then the specialist will be able to conduct the survey himself, and if the company is large or geographically divided, then the specialist will need “guides” in those places (these may be heads of departments).

The process of filling out questionnaires is simple. You just need to decide right away whether it will be anonymous, set a time limit for filling out the questionnaire and provide in advance a special place for submitting questionnaires.

Analysis of the results obtained and their use

In order to be able to draw specific conclusions regarding the situation in the organization, the completed questionnaires must be more than half of the number stipulated in advance. What to do if there are very few of them? First, you need to find the mistake in your actions, and then try to benefit from the answers you have already received. The results can be analyzed in different ways: simple manual calculation or computer processing. And present them in the form of diagrams or tables.

Are there any official prohibitions on conducting surveys of enterprise employees regarding satisfaction with working conditions? What actions does the employer need to take, as well as what documents to prepare for conducting a survey of the company’s employees and subsequent processing of the survey results.

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