EMPLOYEE SURVEY
Satisfaction, Motivation, Retention, Stress, Absenteeism : what are the real drivers and obstacles to performance ?

Identifies performance drivers and obstacles through advanced statistical analysis.

Proposes correcting measures with high impact on key factors such as motivation, retention, absenteeism or exhaustion.

Rules out false hypotheses about key issues.

The issue about classical surveys

Employee surveys are decision-making tools targeting organisational performance typically through higher motivation and retention, and lower absenteeism and stress related problems. Of course, surveys also convey the implicit message that the company cares about its employees.

The limitation? A substantial body of evidence indicates that what people say is important or problematic through classical surveys is not necessarily what actually drives employee performance. Working on identified “weaknesses” can be truly disappointing in terms of improvement of actual employee performance, and thus, R.O.I. Impact Analysis.

What really matters

Unlike classical surveys, an Impact Analysis© disentangles what really matters from what doesn't: factors that are potential motivation or retention drivers from factors that are definitely not. Or factors that may cause stress and absenteeism from factors that may not.

This fictitious Impact Analysis© graph indicates that respect by the manager is rated satisfactory and impacts retention strongly. This asset must be preserved in the company. Feedback from manager is influential too, but is poorly rated by respondents. It should be improved in order to optimize personnel retention.

Salary is rated as unsatisfactory, but it has little impact on retention. Increasing salaries will probably not result in higher retention figures.

Factors in the risk zone (red circle) should be addressed first in order to optimize personnel retention rates.

Scope of this methodology