Tag Archives: Research

Research Power: Anonymous vs. Confidential Surveys

I like data. I like reviewing it, pulling out trends, and sharing insights. I also like when I get the opportunity to ask others what they like and get some anonymous feedback, because I believe that anonymity helps to improve the quality and quantity of responses.

Recently I was listening to a podcast, and the speaker mentioned offering a confidential survey, which he felt was more valuable than an anonymous one. I had to stop and consider the differences, and I realized there certainly may be times when offering confidential surveys can beat offering anonymous ones.

Types of surveys

  • Anonymous-Anonymous surveys collect information and aggregate it without leaving a “trail” to find the specific participant
  • Confidential-Confidential surveys collect information but tie the response back to a unique identifier for each participant. This allows a third party to follow up if need be on specific answers.

How they work and why they matter

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Workplace Flexibility: What’s Changing (and What’s Not) #shrmtalent #workflex

Earlier today the latest workplace flexibility research from the Families and Work Institute and SHRM came out, and there were some very interesting data points in the study. A few quick hits from the 2014 National Study of Employers (link to the full study below):

  • The presence of women/minorities impacts offerings: Organizations with more women and racial or ethnic minorities who are in or report to executive leadership positions are more likely to offer a high level of health care and economic security benefits than organizations with fewer women/minorities in those positions.
  • How are employers preparing their people? Employers are more likely to provide training for supervisors in managing diversity and least likely to have a leadership development program for women (63% vs 11%).
  • The all important culture discussion: Respondents were asked to assess the supportiveness of their workplace cultures… The majority of respondents indicated “very true” to statements assessing whether supervisors are encouraged to assess employee performance by what they accomplish rather than “face time” (64%) and whether supervisors are encouraged to be supportive of employees with family needs and by finding solutions that work for both employees and the organization (58%). Far fewer employers, however, responded “very true” to statements asking whether management rewards those within the organization who support flexible work arrangements (11%) and whether their organization makes a real and ongoing effort to inform employees of the availability of work-life assistance (24%).
  • Twenty one percent of employers overall indicated they must comply with the FMLA but fail to offer at least 12 weeks of paid or unpaid leave for at least one type of leave. In other words, approximately one in five employers appear to be out of compliance with the Family and Medical Leave Act.

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Hey, We’re High Tech, Too!

When I tell people I work in Huntsville, I usually get a glassy-eyed stare in return. I mean, really, I work in Alabama. How great could that really be, right? Cotton fields… Relatively low population density… Who cares? :-)

madison countyThe other day I ran across this study and wanted to share. Just click on the image to view it larger. The gist of it is that the top three fastest growing technology jobs areas are all centered right in Silicon Valley. No big surprise, right? But number four on the list is my own hometown of Huntsville! Pretty cool to see.

With the concentration of NASA, Redstone Arsenal, and the various other government contracting firms in the area, we are not what people think about when they think of Alabama.

In a 2011 study, Huntsville came in as the “4th geekiest city in the US” based on the number of math/science-based jobs and the average educational level of the people in the city.

What’s the point?

I’m using a familiar place to illustrate the example, but I get a few key lessons from this kind of thing.

  1. Don’t assume you know everything about a place unless you’re familiar with it. I live just outside Huntsville and didn’t even know this stuff until recently. 
  2. Know the place you’re recruiting for, because it helps when you have to relocate someone to the local area. Some people are drawn to cities with more people, others prefer a more rural existence (rural recruiting), and some don’t much care either way. 
  3. Now I have an idea of why it’s hard to find good engineering talent when we have openings. Lots of competition!

Have you ever been surprised by a place you had to recruit for?

Do Millennials Make The Worst Employees?

Liars. Disloyal. Prima donnas.

It’s not star athletes, folks. It’s your very own Millennial generation. So says a set of studies done in recent months surrounding the latest group of employee to hit the workplace.

I’ve debated on writing on this topic for a while, but when the latest came out about a study describing honesty as it pertains to generational boundaries, I had to jump in. I’m usually the very last person to ever talk about specific generational issues, because I really don’t believe most of the hype. However, when you’re asking a group of people to report on themselves, the results are a little more useful than the opinionated blathering of a self-proclaimed expert.

The Gap

In my opinion, the major dividing line between the generational factions up to this point hinges on what I like to call “the gap.” Here’s what I mean:

Are Millennials Team Players?

  • 60% of Millennials thought they would work well with a team
  • But 22% of HR professionals believed Millennials would make good team players

Do Millennials Have Strong Interpersonal Communication Skills?

  • 65% of Millennials responded that they relate well to others
  • 14% of HR Professionals thought that Millennials were strong communicators

Are Millennials Hard Workers?

  • 86% of Millennials identified themselves as hard workers
  • 11% of HR professionals thought Millennials would work hard

Are Millennials Able to Lead?

  • 40% of Millennials identified themselves as leaders
  • Only 9% of HR professionals believed that age group had the ability to lead

Are Millennials Loyal to Employers?

  • 82% of Millennials self-identified as being loyal to an employer
  • A mere 1% of HR professionals believed Millennials to be loyal to an employer

That’s the gap, courtesy of this study.

Now for the killer

Okay, if you only had the last set of data to go on, you can plainly see there’s a disconnect there. Now what if that was compounded by a study where Millenials admitted that they would lie to get out of a tough spot. In my profession, there are “tough” spots on a daily basis. I always assume someone is telling the truth unless they give me reason not to, but even then this type of information is stunning. To be honest, every group surveyed thought it was okay to lie to some extent, but not to the tune of 80% of the population.

A whopping 80 percent of Millennials find it acceptable to lie to avoid embarrassment, compared to 57 percent of Baby Boomers, who believe it’s OK to lie their way out of an awkward scene.

What are your thoughts? Is this limited to a specific generation, or is it more widespread? Is your organization concerned about these types of studies? Why or why not?

Mistrust and the Disengaged Workforce

Let’s start off with a story. And just as a heads up, it’s not necessarily a happy one.

Since 2009, Interaction Associates, a consulting firm based in Boston that advises on human resources and company leadership, has run a survey that measures how much employees trust the leaders who run their businesses. As of this year, the percentage of respondents who said they see their bosses as collaborative and trustworthy is at an all-time low.

On the broad questions, only 27% of respondents said they have a “high level of trust in management and the organization.” That’s down from 39% three years ago. When asked whether their organization has effective leadership, only 31% said yes, down from 50% in 2009. On the question of whether they see their organization as highly collaborative, only 32% said yes, down from 41% in 2009. Source

Okay. Stop for a second. Digest those numbers for a second.

Now take a look around the office. Odds are at least two out of every ten employees feels like they have some reason to mistrust the organization’s leadership. Ouch.

So what does that say for employee engagement? I think we both know where that’s going to fall. Another interesting survey takes the conversation further into engagement territory.

65% of workers would choose a better boss over a raise (Source)

Let’s ignore the “raise” comment and focus just on the numbers. Two-thirds of employees want a different boss. They not only want a different one, they want a better one.

It’s difficult to quantify that desire, but I think it’s something we as HR professionals need to be thinking about. People leave managers, not companies. Here are six solid HR tips for you to pass on to your managers.

Employee trust and engagement video

(subscribers click here to view)

Must-read follow up resources

I read two great articles that got my brain jump started. Here they are if you’d like to check them out as well.

  1. The data-loving China Gorman gives us her thoughts here.
  2. Here’s another great follow up resource from the inimitable Jennifer V. Miller.

 

How to Reduce Impact from Retiring Employees

One of the topics that sometimes keeps me awake at night is knowledge. The sheer amount of knowledge in the minds of our staff members is staggering. In the past few years we’ve had a few highly competent people attempt to retire, and we’ve had a great strategy in place to reduce the impact.

reducing brain drain

How can you reduce “brain drain?”

Here’s a great piece of information that was passed on to me by John Dooney, a ninja research guru over at SHRM:

From the recent Sloan Award Survey conducted by Families and Work Institute: When the organizations were asked the number of employees at their work site that were allowed to phase into retirement by working reducing their hours over a period of time prior to retirement, the answers were as follows:

All: 42%
Most: 30%
Some: 16%
Just a few: 6%
None: 6%

How we do it

I have a great recent example. We have a staff member who has been working for our customer in some capacity for 20 years. He planned to resign outright, and we asked if he would be interested in working a 20 hour flexible schedule to continue the customer relationship. He was pleasantly surprised at the availability of the option and instantly accepted. He’s still working happily for us, we’re trying to staff up in the event he would like to leave permanently, and our customer is appreciative of the opportunity to transition to a new familiar face.

So why don’t more employers do some version of this?

I think it’s pretty simple.

I think more companies could start by offering the “stay” opportunity to those leaving for voluntary reasons. We do this as a regular practice. It’s not rocket science–you just ask. The worst they can say is “no” and walk out the door. The best option is for them to continue working for some period of time on a reduced schedule. They are invaluable and it makes for an easier transition for them and for the company.

The biggest benefit for us as the person transitions to a part time schedule is us finding out where knowledge gaps are and using them while they are on staff to help close those gaps.

What type of flexibility, if any, does your organization provide?