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Posts Tagged Engagement

Employee Engagement Survey Design (Part I): Six Key Considerations

Feb 9

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Employee engagement survey
by nimboo

Employee Engagement Survey Design (Part I): Six Key Considerations

It’s time for that annual “all-hands” annual employee survey!  You’re charged with going to your employees and asking “how are we (as a company) doing?” Putting together a set of survey questions may seem fairly intuitive – and it is… for the most part.  However, there are at least a couple of key things to consider to ensure that you maximize the interpretive value (i.e., the amount of value given to the collected information) of your data.  I discuss two broad considerations below designed to help you create an employee survey that is both comprehensive in its coverage and that will help with later interpretation – or what measurement experts call “psychometric soundness.”

Survey Content:

Occasionally, I run into people who believe that their employees need to be happy about everything. This type of idealistic thinking is not only unrealistic, but can lead to blurring or watering-down of those aspects that are critical for an organization’s survival.

Let’s consider two drastically different types of training for two types of athletes – a long-distance runner and a sprinter. Long-distance runners train to develop their slow-twitch muscles which are designed for repeated contraction over a long period of time. Sprinters, on the other hand, train to develop their fast-twitch muscles designed for power and speed.

While the above analogy may seem dramatic, depending on their competitive landscape, organizations also differ in their need to emphasize one competency more so than another – e.g., training over diversity; efficiency over transparency. One key to creating a “comprehensive” employee survey thus lies, not in including all possible topics/issues in existence; rather with your organization’s goals and its strategic plan to achieve them. From this perspective, an organization’s strategic plan should be used as a guide for developing its survey content.

Developing High Quality Survey Questions: As you will see below, creating survey questions is straightforward for the most part. However, there are some basic rules that one should follow in order to avoid confusion – both for employees and during the data analysis phase. Here’s a partial list of considerations.

Choosing the right number of scale-points:  The most popular scale in use today is the Likert-type scale with 5-point response options – ranging from Strongly Agree to Strongly Disagree.  Extensive research on the reliability of 5-, 7-, and 9-point scales has shown consistently that 5- and 7-point scales are more valid than 9- or 10-point scales (per Jon Krosnick’s research).
Keep it simple:  Be sure to use language that your audience can understand. This ensures that your questions will be understood by most, if not all, of your employees.
Keep it short:  Use as few words as possible for each question by omitting unnecessary words. This helps to minimize not only comprehension time but also misinterpretations.
Keep it specific and actionable: One objective of surveys is to create action plans designed to address identified issues. Survey questions can facilitate this process by being both specific and actionable – i.e., I have received sufficient training to perform my job duties effectively.
Avoid double-barreled questions: While many of you know this, they still exist. Survey questions should address one topic at a time to avoid confusion during analysis.
Open-ended “qualitative” questions: These questions provide helpful insight into some of the issues identified via the quantitative portion of the survey. Due to the time involved for analysis, these should be limited to one or two at most. Furthermore, because the responses to these questions are typically voluntary, they tend to be anecdotal and less reliable than the quantitative data. Hence, one must be careful not to give these more weight than they deserve.

In sum, there are many more challenging things that confront today’s HR/OD professional than creating an employee survey.  However, it is just as easy to create a survey that provides little or no insight into how employees actually feel about an organization. While the above points admittedly do not capture the myriad of issues that can arise, they should provide a good starting point for those new to employee surveys.

Stephen B. Jeong is Managing Director of Waypoint People Solutions, a human capital consulting firm that develops high precision measurement tools to help improve organizational functioning.  He is a management consultant and professor of leadership and motivation with expertise in organizational development, survey methodology, employee selection, and advanced statistical analysis. He is a graduate of the Ohio State University and advises private, public, and government organizations. He can be reached at stephen.jeong@waypointps.com.


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Employee Engagement – Surveying and Practical Tips

Jan 17

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Employee engagement survey
by nimboo

Employee Engagement – Surveying and Practical Tips

A definitive correlation exists between employee engagement and desired business outcomes whether that be customer service, retention of talent, individual performance, team performance, business productivity, or even enterprise-level financial performance. Companies must actively seek to understand and act on behalf of their employees’ expectations and preferences. This can be achieved through the following:

Giving Employees a Voice

Management practise affects people’s attitudes towards their work; by simply actively listening to employee views, a company can realise significant improvements in employee morale and see dramatic reduction in staff turnover. Allow your team the opportunity to feed their views and opinions upwards because without doubt, this is the single most important driver of engagement.  Critical also is to:

a)     Keep your employees informed about what’s going on in your organisation, both in good times and in bad,

b)     Employees must see their managers committed to the organisation in order to feel engaged themselves, and

c)      The organisation must also have fair and just management processes for dealing with issues; also important in driving greater levels of performance.

2. Creating Positive Customer Experiences

Engaged employees give the customers a reason to return they are motivated, committed and engage customers to respond positively to the company’s services and brand. Importantly, they assist to breed ongoing customer loyalty, promote the brand and protect the employer from risks associated with poor service levels.

3. Delivering even greater Innovation, Motivation and potential for Remapping Internal Processes

Organisational leaders won’t always take the most traditional route of sourcing new ideas, such as through the R&D department. Many take innovative ideas directly from the very people involved with the brand day-to-day, the employees, customers, and partners. When looking to drive the company forward, engaged employees are most likely to contribute such innovation and fresh ideas. Surveying can often raise employee motivation and effectiveness through highlighting or identifying poor internal systems and processes, thus giving the company the valuable opportunity to remap critical processes for even greater effectiveness and productivity.

So what’s your organisation doing to drive the level of engagement amongst your team? Are you familiar with what the key drivers of employee engagement are? Do you measure this engagement? Finally, what support are you providing line managers to deliver these internal brand and engagement objectives? A study by the American Management Association found that the cost of hiring and training just one new employee can vary from as much as 25% to 200% of that employee’s annual salary.

An organisation’s ‘people management’ strategies and policies need to be aligned with those of the wider business and brand, your employees also need to understand how their work contributes to the overall organisational outcomes.

Survey your People

Employee Engagement Surveys capture attitudes, experiences and satisfaction of both customer-facing and internal support employees. This includes involving the Leadership team / senior execs and taking time to clarify the overarching issues and objectives. It’s also important to determine the key drivers of engagement most applicable to your organisation – examples of these may include challenging work, collaboration and teamwork, decision-making authority, customer focus, career advancement, company reputation (as an employer of choice), communication, resources, decision-making input and management interest. Once identified, the drivers should be aligned with your company objectives, including introducing appropriate accountability; behaviours and measurement of work-life balance. The organisation must then set about acting upon the results.

Measuring employee engagement alone will not improve engagement or customer response. Surveying is an initiative designed to build employee understanding and trust. It therefore goes without saying that companies want to retain the best people who care about the organisation, their work and their individual performance. Truly engaged employees create internal value, assure the company of employment stability and in effect, position that company for continued growth and profitability.

http://www.therightgroup.com.au

Brand management and market research experts – The Right Group. Services include brand strategy & identity, marketing strategies, corporate branding & management training. We especially focus on the alignment between brand strategy and business strategy.


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The Value of Employee Engagement Surveys as Part of a Change Management Strategy

Jan 17

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Employee engagement survey
by nimboo

The Value of Employee Engagement Surveys as Part of a Change Management Strategy

One of the things that continues to surprise me is that when times are bad organizations still spend money on employee engagement surveys. A general look around the office or factory and tea room discussions would make it obvious to all that wanted to see it that employees are not so much engaged as they are worried about their jobs. This leads us to two major issues to consider during tough times, the first is how we inspire confidence and innovation in an organization that appears to be in freeze mode. The second is what you should measure as an indicator of employee engagement.

Let’s deal with inspiring confidence and innovation in your organization. Well this boils down to a change management strategy that focuses on getting employees actively involved at all levels in understanding the business and how their ideas can have a positive impact. Here’s an example of what you could do.

1. Take real business data and share it with groups of employees at all levels that deal with customers in specific sectors.
2. Ask employees for ideas on improving or innovating just one aspect of your service offering or product line and test in a specific market segment on a small scale, say a sales territory or state.
3. Then after testing those ideas for a six week period ask employees to examine the business results.
4. Take those ideas that have shown a substantial improvement in sales and implement either state wide or nationally depending on your organization.
5. Design a reward and recognition program around the impact of these ideas on the business outcomes and start to energise your workforce.

It really is that simple, treat employees with respect, stop telling them what to do instead listen to what they have to say, put some rigor around the framework for ideas and reward outstanding results. This is how innovation happens and how you can energise an organization to respond quickly to changing market conditions.

Another key is to ensure that whatever change management strategy you design it has specific activities and responsibilities for management. Often we forget that managers are just as concerned during tough times about their job security, but their team members are looking at them for direction and support. So when we design change strategies ensure that there are key responsibilities and clearly defined activities for all levels of the organization. So practically what does this mean with our example above? Well you would design specific activities such as;

1. Managers would identify the real business data and share it with their teams
2. Managers would be responsible for selecting which ideas would be selected for testing in a specific market and they would decide which test market
3. Managers would obtain the business results at the end of the six week test period and organise briefings with their teams
4. The hierarchy of managers would then decide which tests produced the best result and decide which to implement and project plan that implementation
5. Together with human resources the management team would decide on a reward and recognition program and share it with their teams.

So what about employee engagement surveys? I say save your organization the tens of thousands of dollars they cost and invest your time in a well thought out change management strategy like that outlined above. This will ensure a climate where communication is open, ideas are valued and actions are implemented. All these steps are indicative of a workforce that is focussed, has purpose and feels a greater level of confidence about the future of their organization and therefore their role because they are actively involved in designing the future, not being told what do and when to do it. If you just change the paradigm from budget cuts, budget cuts and budget cuts to opportunities, growth and involvement your organization’s business results will be your barometer of employee engagement, no survey required.

Marcia Xenitelis is a recognized authority on the subject on change management and has spoken at conferences around the world. For access to case studies and more information on the types of strategies you can implement to engage employees visit http://www.changemanagementtips.com for a wealth of free informative articles and resources.


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How Employee Engagement Surveys Can Revitalize Productivity Within Your Organization

Jan 9

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Employee engagement survey
by nimboo

How Employee Engagement Surveys Can Revitalize Productivity Within Your Organization

Having a proven and strategic system of employee engagement can ensure that managers are attuned to the thoughts and aspirations of their employees. This extended level of coordination within an organization can improve business productivity by fostering a team environment where each member’s input is validated.

Utilizing years of experience within the human resources industry, TalentKeepers understands the key dynamics behind employees’reasons for joining, staying and leaving organizations. Founded in 2000, the company provides organizations with proven employee engagement strategies that accelerate productivity and stronger revenue. TalentKeepers ensures that their clients have all the necessary tools to inspire their workforce through award-winning solutions in the areas of employee engagement activities, on-boarding solutions, leadership development training, and other key areas of proactive employee management.

A key avenue to learn about your employees’ values and needs is through employee engagement surveys. Utilizing employee engagement surveys ensures that employees know that their feedback is highly appreciated and helps to increase employee commitment to the company brand. Indeed, the effective use of employee engagement surveys can actively drive employee productivity and reduce voluntary turnover, while strengthening the core relationship between a manager and their team.

The FirstFit survey and Hand Shake Meeting start with a non-anonymous employee engagement survey, which asks employees what attributes they value most in a leader. This is a vital tool for both incoming and current employees and the results from this relationship-strengthening tool are instantly available to leaders for review.  This survey is perceived very strongly as positive because an employee is sharing what he/she values most in any leader and not rating the current leader.

Once the FirstFit survey has been completed, a Hand Shake Meeting will take place between the leader and each member of his/her staff in order to facilitate an in-depth discussion of the results derived from the survey.  During this meeting, the leader will listen and learn how each employee defines the leadership competencies most important to him/her in a leader.  During the second part of the discussion, the employee will commit to raising any concerns to the leader that may impact engagement.  This two-way conversation completes the Hand Shake Meeting and begins to boost relationships immediately.

Also included within TalentKeepers’ superb range of employee engagement surveys is an anonymous survey called TalentWatch. This precisely measures the reasoning behind employees joining an organization, staying, and why they would consider leaving.  TalentWatch examines the core motivating factors of an engaged workforce for the purposes of helping the organization achieve employee commitment, high performance, a satisfied customer base, and a productive and profitable organization.

The TalentWatch employee engagement survey is exceptionally easy to implement within any business size and offers an immediate web-based reporting feature, which will act as the hub for all benchmarking data derived from the survey. These reports provide easy-to-understand, actionable results down to the front-line leader as well as group reports for all management personnel to examine the trends within their organization and refine their workplace practices to increase engagement within their teams.

The experts at TalentKeepers are also adept at developing customized employee engagement surveys, which can be utilized to measure employees’ opinions on other subjects related to the business such as competitor products or services, performance planning, and cultural changes.

Regardless of the driving factors behind the creation of the employee engagement survey, TalentKeepers has the experience and the expertise to ensure that your company receives highly valuable, actionable results. Contact TalentKeepers today and visit their website at talentkeepers to discover how their industry leading solutions can bring a cohesive team environment to your organization.

TalentKeepers is well-experienced in the human resources industry, specializing in talent management solutions.


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Bob Kelleher is the author of critically acclaimed book Louder Than Words- 10 Practical Employee Engagement Steps…that Drive Results! (www.BobKelleher.com) and premiers The 10 Steps of Employee Engagement. Bob is the CEO of The Employee Engagement Group, and is a noted thought leader, speaker, and consultant on employee engagement, leadership, and workforce trends. For information about having Bob speak at your conference or at your leadership retreat, contact Bob at rkelleher@EmployeeEngagement.com, or visit www.EmployeeEngagement.com. Special thanks go to Jennifer McKay for her lending her great inteview and facilitation skills, and to Motion Picture DVD for their terrific editing!
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What Employees are Experiencing, Thinking and Feeling — Employee Satisfaction Surveys & Employee Engagement Surveys

Dec 26

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Employee engagement survey
by nimboo

What Employees are Experiencing, Thinking and Feeling — Employee Satisfaction Surveys & Employee Engagement Surveys

Employee Satisfaction and Employee Engagement Matter to Companies – Here’s Why

Employee satisfaction is a key driver of employee engagement, and employee engagement in turn is a key driver of customer satisfaction and loyalty, employee retention, productivity, sales, overall organizational performance and profit.

Employee satisfaction surveys and employee engagement surveys are the best way to accurately learn about what your employees are experiencing, thinking and feeling. These are the experiential and psychological factors that strongly influence employee behavior, and employee behavior can result in low or high levels of customer satisfaction, employee and customer retention, productivity, product and service quality, competitiveness, profit and growth.

While employee behavior is clearly reflected in the bottom line of all organizations, company financials and other “hard data measurements” do not actually assess employee behavior or what is driving employee behavior. Further, “hard data” measurements do not gather employee perceptions, opinions, feelings and suggestions.

Employee satisfaction surveys and employee engagement surveys are the best and most cost-effective way to gather and efficiently report information, insight and suggestions from all of your employees on an anonymous basis, ensuring that employees provide honest, comprehensive feedback without fear of retribution. Can any organization afford not to conduct employee satisfaction surveys / employee engagement surveys annually and take serious action based on the survey findings?

Identifying Outliers

Outliers are statistical observations that are markedly different in value from the others of the sample. Outliers are things that are situated away from or are classified differently from a main or related body. Quantisoft’s employee satisfaction surveys / employee engagement surveys identify outliers in companies and other types of organizations, including departments, products, processes and other important things that are rated very high or very low by employees.

The very highly rated outliers are the things that are your organization’s best practices, the things that are driving employee and customer satisfaction and engagement, and profit. They are the things that your organization should recognize for their excellence and focus on duplicating throughout your organization.

The very low rated outliers are the things that are eroding profit, driving away customers, tying up employees resolving recurring problems and hurting your organization’s reputation. Outliers often include identification of risks that can significantly hurt your company. They are the things your organization needs to work on to significantly increase employee and company performance.

Your Employees Have Lot’s to Say! Are You Listening? — What Employees are saying in Employee Satisfaction Surveys and Employee Engagement Surveys conducted by Quantisoft

Could the following comment have come from an employee in your organization? It actually came from a sales person that sells sophisticated equipment, working at a large company that designs, builds, sells and services the equipment in North America, Europe and Asia.

“Everyone sits in their cubicle either protecting their piece of turf or covering their own tails totally incapable of making a decision that could serve a customer or help get an order”

During the deep recession, many companies have laid off significant numbers of employees, reduced or eliminated salary increases and bonuses and matching contributions to retirement plans, and they have cut back on employee benefits, including medical insurance. Companies have also been reducing expenditures on marketing, IT hardware and software and other things that bring in business and make the organization more efficient. Many employees are in fear of being laid off and they resent the cutbacks in compensation, benefits and business expenditures.

As a result of all of these cutbacks, Quantisoft has been seeing lower levels of employee satisfaction and employee engagement in many of our employee satisfaction and engagement surveys. More employees are commenting on their dissatisfaction and some are saying they are planning to look for a new job as soon as the job market opens up again.

Here are some of the other things we are seeing in employees’ comments in employee satisfaction surveys and employee engagement surveys:

1. Communications within and across departments and business units needs improvement

2. Communications from senior management filtered by middle managers and supervisors

3. Mission, vision and values not communicated effectively and not executed consistently across organizations….. Unclear company direction, short-term focus

4. Poor leadership

5. Corporate culture that is not supportive of innovation, asking for and listening to employees’ ideas, empowerment and decentralized decision making

6. Internal turf battles, workplace conflict, excessive politics and inward focus

7. Verbal abuse and occasional physical abuse

8. Insufficient coordination, teamwork and cooperation between business units with inadequate companywide focus on customers

9. Some managers that are “managers from hell”….. very difficult to work for, exhibiting favoritism and biases

10. Cumbersome, inefficient processes and business practices

11. Inadequate focus on quality and customer service

12. Employees not having the tools and information they need to perform their job effectively (e.g. slow PC’s and networks, lack of access to company databases from the field, mission critical enterprise software such as SAP, Oracle and Sales Force Dot Com not working effectively several years after initial implementation, now supplying smart phones and laptops to field sales force when the competition does, etc. etc. etc.)

13. Some companies barely using the technology solutions they are selling when it would enhance their own employees’ and company’s performance

14. Inconsistent adherence to the performance planning and measurement process…..some managers not preparing & conducting performance reviews, inaccurate, incomplete and unfair information included in performance reviews…..compensation changes not based on performance reviews

15. Inadequate training, development and mentoring

16. Inadequate orientation for new employees

17. Perceived discrimination based on age, race and gender

What’s on the Minds of Your Employees – Final Thoughts

Many senior executives think they know what’s on the minds of their employees. While some may have a good feel about their employees’ feelings, perceptions and opinions, many others are only guessing and have very limited information and insight. Yet as demonstrated in this article, accurately knowing what is on the minds of your employees is critical for making better business decisions, increasing employee engagement and performance, increasing customer satisfaction and loyalty, and boosting sales and profit. Employee satisfaction surveys and employee engagement surveys are the best way to identify employees’ feelings, perceptions, opinions and suggestions from across your organization at a very low cost. There is every reason to conduct employee surveys annually and to make sure the findings are acted on.

Howard Deutsch is CEO of Quantisoft, a full service survey company. We help companies increase their performance. Contact Howard at (609) 409-9945 or hdeutschatquantisoft.com • • •
Employee Satisfaction/Engagement Surveys • • •
Quantisoft Full Service Employee and Customer Surveys • • •
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Demo CD: www.PeopleStreme.com Third generation online Employee Engagement survey systems improve employee engagement and retention.
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Conducting an Employee Satisfaction Survey or Employee Engagement Survey: 21 Reasons to Do It Now

Oct 28

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Employee engagement survey
by nimboo

Conducting an Employee Satisfaction Survey or Employee Engagement Survey: 21 Reasons to Do It Now

Why Employee Engagement and Employee Satisfaction are Really Important to Your Bottom Line: 

Employee compensation is likely the number one or number two cost category at your organization. In a highly competitive world with continuous pressure on profit margins and the need to increase employee productivity and contain costs, anything your organization can do to get more done with the employees you have produces an immediate payback. If you can get more done with fewer employees, that is even better, especially if you can drive up sales and increase customer service and quality while containing employee costs. 

Fortunately, your employees have the answers. They know what it’s like to work at your company, what your customers are telling them about your company, and about your competition. You just need to ask your employees and they will tell you. They will also tell you how dissatisfied or satisfied they are working at your company, and how engaged they are and what can be done to increase their level of engagement. 

Your employees also know what needs to be done to increase your company’s customer service levels, customer satisfaction, customer loyalty, productivity, quality and profit, and what can be done to reduce potentially costly risks. 

While most companies are aware of the need to take action and make improvements to become more competitive, they often miss important hidden actions that can really make a difference for customers, employees and the bottom line. That’s where employee surveys come in, uncovering the hidden information, suggestions and insight you need from across your organization. 

Highly satisfied employees are more engaged in their jobs, their productivity is higher and they do more to generate profit for your company. Company financials and other “hard data” measurements are missing important information and insight that can only be gathered by directly asking your employees. Employee engagement surveys and employee satisfaction surveys are the best, most cost-effective way to gather comprehensive information accurately from a large portion of your employees about how satisfied and how engaged they are, and what needs to be done to increase employee satisfaction and engagement. 

Employee Engagement Definition 

Your employees are engaged when they are fully committed, involved and enthusiastic about their jobs, your organization and your customers. 

·  Your engaged employees are able, willing and actually do contribute more to your organization’s success. 

·  Engaged employees regularly put effort into their work above and beyond what is expected of them. They go the extra mile. They eagerly and willingly work longer hours and focus their energy, inspiration, skills, intelligence and experience on achieving success for themselves and your company. 

·  Your engaged employees thrive when they are working in a supportive company culture. Their energy. inspiration and enthusiasm enhance your company’s culture. 

Are your employees really engaged? How do you know?: 

How many of your company’s employees are highly engaged, how many are somewhat engaged and how many are disengaged? Employee engagement surveys and employee satisfaction surveys measure employee satisfaction and engagement levels and provide actionable information for driving employee engagement to significantly higher levels. Assessing employee engagement levels and then taking action to shift somewhat engaged and disengaged employees up the curve will significantly increase employee and company performance. 

Which is the right survey approach for your organization, employee engagement surveys or employee satisfaction surveys?: 

It’s possible for employees to be satisfied but not engaged in their job, and it’s also possible for employees to be engaged while not being satisfied. Therefore the best approach is conducting surveys that include both employee satisfaction and employee engagement issues. 

21 Reasons to Conduct an Employee Satisfaction Survey / Employee Engagement Survey (aka Employee Opinion Survey): 

When action is taken based on the survey findings, employee satisfaction surveys and employee engagement surveys generate significant bottom-line benefits and a very strong payback. Here are 21 reasons to conduct employee surveys now: 

1. Gathering employee feedback that either validates what company leaders think they know about their organization, or identifying hidden problems and opportunities, and possible solutions 

2. Increasing employee engagement in their jobs and with customers 

3. Identifying quality and customer service shortfalls and what can be done to fix these problems 

4. Gathering information and insight for creating a roadmap for making breakthrough improvements 

5. Assessing employees’ awareness and understanding of your organization’s vision, mission and values 

6. Learning how employees feel about your senior leaders, their leadership effectiveness and the direction in which they are taking your company 

7. Learning how employees perceive their manager/supervisor and what it is like to work for them (approachability, fairness, leadership effectiveness, etc.) 

8. Identifying specific process and technology problems and deficiencies and their impact on customers and employees, including suggested solutions from employees 

9. Focusing managers’ attention and energy on areas with the highest priority and the largest payback 

10. Identifying communications problems within and across organizational units, a significant cause of dissatisfaction and poor performance 

11. Sending a message to your employees that you care about them and their opinions, and that you are willing to take action based on what they are telling you 

12. Strengthening the culture of teamwork, collaboration and change 

13. Enhancing your organization’s “employer of choice” reputation, enabling hiring of better employees 

14. Identifying reasons for and reducing costly employee turnover 

15. Avoiding costly discrimination and abuse law suits 

16. Learning about problems with execution and compliance with your company’s performance management system 

17. Making better, more informed decisions based on comprehensive feedback from employees 

18. Facilitating innovation and smart risk-taking 

19. Identifying ways to increase the company’s focus on external and internal customers 

20. Reducing the “People Performance Gap”, the costly gap in performance between the most and least effective employees performing each job in your company 

21. Establishing important baseline employee survey information that can be used to track progress and changes over time from annual employee surveys

Howard Deutsch is CEO of Quantisoft, a full service survey company. Contact Howard Deutsch at (609) 409-9945 or hdeutsch@quantisoftdotcom •••
Quantisoft – Cost effective surveys •••
Quantisoft – Employee Engagement Surveys & Employee Satisfaction Surveys •••
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Engagement Rings: Meant for Someone Special

Aug 31

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Engagement Rings: Meant for Someone Special

There is no season for love. It can happen anywhere and anytime and that also to anyone. Love is cupid’s conspiracy and no one can escape from it. Similarly, there are different ways of depicting love for each other. One such way is through engagement rings.

We all have seen people around us proposing each other through alluring rings. There is some unique but yes mystical essence overpowering these rings. Let it be diamond engagement rings, vintage engagement rings, discount engagement rings, designer engagement rings, antique engagement rings and customized engagement rings – all have their own essence. It is generally men who gift engagement rings, as it gives a sense of security to the women. These rings are meant for only one special person in life, so it should be bought with utmost care.

It always happens that while you set to shop engagement ring, you just have nil idea about how actually a ring should be and what makes a perfect engagement ring. A perfect engagement ring cannot be judged just on the basis of price. Sometimes cheap engagement rings can also be the perfect engagement ring. There are many aspects which make a ring perfect.

First of all, one should choose that ring which suits the style and persona of your lover. It should have the capability of adding charisma to her personality. You can also choose the engagement ring, depending upon the fact, whether she is a housewife or goes regularly to office.

The second most important thing which should be kept in mind while buying engagement ring is the quality of stone. If we speak about diamond engagement rings, which also are the most favorite of women, while buying it, one should concentrate on the 4 C’s of diamond. The 4 C’s include color, clarity, cut and carat. Colorless diamond stone are considered the purest form of diamond. But many of us do not know that diamonds come in many other colors. Some of the most adorable colors in which we can find diamonds are pink and blue. Many celebrities have been flaunting colored diamonds in the past.

The next most important aspect to be kept in mind while buying engagement rings is your budget. You can go for designer engagement rings, if you have a big budget. Then there is no limit. But if you have a defined budget, then you have to think twice before buying the ring. You need to buy the best at minimum cost.

Buying an engagement ring should not be a part of a hasty decision. Choose from as many options available. It is a time consuming process, but after all it is worth the time.

But still if you fall short of time, you can book an engagement ring online, let it be diamond engagement rings, vintage engagement ring, designer engagement ring, discount engagement ring or customized engagement ring. Avail all the offers that come your way. So what are you waiting for, order your favorite diamond engagement ring today.

Glimmerrocks.com is one of the reputed online jewelry stores in the USA. Log on to our site to have a complete view of our stunning collection of diamond solitaire engagement ring, diamond engagement ring platinum, vintage engagement rings, cheap engagement rings and other rings. At glimmerrocks.com, you can avail our excellent services and offers like discounts, free shipping round the clock.

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