The Organizational Climate surveys and the Collaborator Commitment surveys are very similar, since both are a diagnosis based on a quantitative measurement of factors that directly affect an organization. These surveys address the perceptions, points of view, attitudes and concerns of employees, thus helping to generate changes and improvements in productivity. The difference is in the number of questions and the frequency of participation.
The Organizational Climate survey usually has more questions and an annual measurement. In these surveys, organizations choose the work dimensions or elements that are relevant at the time, and the questions that are asked are related to these work elements (Leadership, Performance, Communication, Problem Solving, among others).
Through the actions and attitudes of a collaborator, the degree of commitment and satisfaction can be perceived. However, dissatisfaction can be more difficult to detect or measure. Therefore, the Engagement Surveys should be carried out less frequently (monthly, quarterly or half-yearly) and have shorter questions.
Here are some sample questions you could include in an Employee Engagement Survey:
How do you feel about your job today?
Would you recommend [organization] to your friends?
Are you excited to come to work?
Are you proud to work for [organization]?
Do you enjoy working with your team?
Do you see yourself working here in a year?
Does your job challenge and support your development?
Do you see a path for your career advancement in [organization]?
Do you have the necessary tools to maximize your potential in [organization]?
Have you recently thought about leaving [organization]?
Has anyone in the company asked about and expressed support for your career goals?
When creating and conducting engagement surveys, the following factors should be taken into account:
Each survey question should be simple, direct, and short. The objective of the survey should answer Are there areas of employee participation that are of particular interest in your organization? o Have you made any recent changes to HR programs that you would like to measure the effectiveness of?
Many companies make annual efforts to measure progress in terms of employee satisfaction and performance, such as Organizational Climate surveys or Performance Evaluations. Although this is a good practice, it is not recommended for the Employee Engagement Survey, since a year could be too late to correct behavior patterns, affecting the organization’s productivity. Also, by doing them more often, you show employees that their concerns and participation are taken into account.
It is recommended to include open questions (no more than three) or the option to leave a comment with a multiple choice answer, as it is an opportunity to understand the concerns of the collaborators in greater detail. At the same time, it is important that surveys remain anonymous, so that your contributors can be honest, without fear of reprisal.
Finally, Engagement Surveys can be developed internally with inputs such as the previous guide, however, to develop an Organizational Climate survey, a methodology and professionals who can analyze the information are needed.
