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Casual Articles - Why Culture Surveys Don't Work
Photo postage stamps aren't such a new idea; its been around for years! The USPS (United States Postal Service) briefly suspended the use of such a stamp due to security concerns. There are certainly a number of reasons that the USPS would want to abolish all photo stamps, for example in the height of the anthrax scares a stamp with a scull and cross bones plus the word Anthrax caused a sorting office to shut down for several hours. Although custom photo stamps are legitimate, perhaps getting rid of them would put people off trying to get away with counterfeit postage stamps!The USPS decided that it would allow another phase of a pilot program allowing companies to sell their customers photo postage stamps. The first stage of the trial was a huge success; however the USPS wants to make sure that these custom postage stamps aren't just a fad.What is a photo postage stamp?Photo postage stamps allow people to put a photo of pretty much whatever they want to on
Where do companies go wrong? Basically the error is one of viewpoint, or perspective. The Survey is termed a ‘company survey’ or a ’staff survey’ but delivered by management - generally the HR department. It is done by the company to the staff. This means the staff have little ownership of the process.
It becomes a “oh, the company wants to know
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I was speaking with a friend the other day and the subject of culture survey came up. His company had completed one recently and the numbers were down … way down!
To the company’s credit they decided a no holds barred approach was the solution to find out what is really going on. They hired a consultant to interview who he wanted about what he wanted, within the context of the survey.
In terms of Culture Surveys you have to applaud the company for taking such a candid approach. The CEO is keenly interested in what his staff think and feel and takes steps to engage them personally when he can.
He only has one problem … Culture Surveys don’t work!
In fact, while the premise of a culture survey is clear and the intentions are correct, the application and follow up couldn’t be more off base in most cases.
To discover why it’s off base you need to go back to some fundamental thinking about why people do the work they do. You also need to look at the drivers behind a culture survey.
You’ll then see that many of the current crop of culture surveys are incorrect from the start. And, as most managers, leaders and researchers will tell you, if you start off from the wrong premises you are in no way, except by a giant fluke, going to achieve your outcome.
Okay, I’ve been clear about my view, now let’s look at why Culture Surveys don’t work.
1. I’m here for me … not you - this is a premise which everyone will acknowledge at a base level. Staff work in your company for their reasons, not the company’s. Yes, there are a few altruistic souls who believe in the vision and will work for ‘next to nothing’ - but not many. And, they will only work for next to nothing to a point. If there is nothing in it for them, they’ll soon become discouraged.
Where do companies go wrong? Basically the error is one of viewpoint, or perspective. The Survey is termed a ‘company survey’ or a ’staff survey’ but delivered by management - generally the HR department. It is done by the company to the staff. This means the staff have little ownership of the process.
It becomes a “oh, the company wants to know
Can a sweet, chocolate coated figure appeal for the sweet and dreamy seduction?...Probably not…
The evolution of new class in Indian society – ‘Educated labourer class’ is on the verge of asserting this fact. Recalling the days few months back, the lucrative job proposals rained by the BPO world at the doorstep of Delhi University was applauded not only through out Delhi but almost all the northern states like – Uttar Pradesh, Bihar Punjab, Haryana. In that scenario no one was in mood to spare his/her chances to boast on the matter of unemployment. Why not…, in fact the population which is going to caress 1.5 billion mark in future seems to be mammoth challenge before ‘we the people of India’. Currently, over 7% of the labour force are totally unemployed which comes around 400 million. Through the NREB (national rural employment bill 2004) the present UPA government tried to intercept the cyst of unemployment in rural areas. This bill was aimed to provide anyhow, at leas
In terms of Culture Surveys you have to applaud the company for taking such a candid approach. The CEO is keenly interested in what his staff think and feel and takes steps to engage them personally when he can.
He only has one problem … Culture Surveys don’t work!
In fact, while the premise of a culture survey is clear and the intentions are correct, the application and follow up couldn’t be more off base in most cases.
To discover why it’s off base you need to go back to some fundamental thinking about why people do the work they do. You also need to look at the drivers behind a culture survey.
You’ll then see that many of the current crop of culture surveys are incorrect from the start. And, as most managers, leaders and researchers will tell you, if you start off from the wrong premises you are in no way, except by a giant fluke, going to achieve your outcome.
Okay, I’ve been clear about my view, now let’s look at why Culture Surveys don’t work.
1. I’m here for me … not you - this is a premise which everyone will acknowledge at a base level. Staff work in your company for their reasons, not the company’s. Yes, there are a few altruistic souls who believe in the vision and will work for ‘next to nothing’ - but not many. And, they will only work for next to nothing to a point. If there is nothing in it for them, they’ll soon become discouraged.
Where do companies go wrong? Basically the error is one of viewpoint, or perspective. The Survey is termed a ‘company survey’ or a ’staff survey’ but delivered by management - generally the HR department. It is done by the company to the staff. This means the staff have little ownership of the process.
It becomes a “oh, the company wants to know
If you are new to advertising, or if you're using media or publications you haven't tried before, it's important to assign your ads to outside specialists rather than try to create them yourself. These specialists may be the creative group at an advertising agency, a freelance writer and designer or the ad department of the newspaper, magazine, TV channel or radio station where you plan to advertise. Such people are experienced in translating information about a product or service, target market, U.S.P. (unique selling position) and advertising goals into advertising that suits each medium and conveys an effective image and sales message. Moreover, it's extremely helpful to work with and learn from specialists for several years before you consider doing advertising in-house.
Whether you work with specialists or create advertising on your own, here are six guidelines to follow in the development of an ad program:
1. Do your homework
To discover why it’s off base you need to go back to some fundamental thinking about why people do the work they do. You also need to look at the drivers behind a culture survey.
You’ll then see that many of the current crop of culture surveys are incorrect from the start. And, as most managers, leaders and researchers will tell you, if you start off from the wrong premises you are in no way, except by a giant fluke, going to achieve your outcome.
Okay, I’ve been clear about my view, now let’s look at why Culture Surveys don’t work.
1. I’m here for me … not you - this is a premise which everyone will acknowledge at a base level. Staff work in your company for their reasons, not the company’s. Yes, there are a few altruistic souls who believe in the vision and will work for ‘next to nothing’ - but not many. And, they will only work for next to nothing to a point. If there is nothing in it for them, they’ll soon become discouraged.
Where do companies go wrong? Basically the error is one of viewpoint, or perspective. The Survey is termed a ‘company survey’ or a ’staff survey’ but delivered by management - generally the HR department. It is done by the company to the staff. This means the staff have little ownership of the process.
It becomes a “oh, the company wants to know
What is hands free technology? Hands free technology is known as Bluetooth technology a new development in the field of wireless devices. Bluetooth technology is meant for the use of short-range communication that is virtually wireless or cable free. Bluetooth technology is used in a number of different portable devices including cell phones and computers. Bluetooth products are currently being offered to consumers for a low price. One of the many advantages of Bluetooth products is the versatility and low power options they provide users with. One of the greatest developments in Bluetooth technology is a hands free car kit. This allows drivers to safely talk on the phone while focusing on the road. This solves the safety issues that were raised a year ago concerning the use of a cell phone while driving. Bluetooth technology has put the focus back into driving and not holding a cell phone. This is a safe way to stay in touch with loved ones wherever you go.The Parrot 340
Okay, I’ve been clear about my view, now let’s look at why Culture Surveys don’t work.
1. I’m here for me … not you - this is a premise which everyone will acknowledge at a base level. Staff work in your company for their reasons, not the company’s. Yes, there are a few altruistic souls who believe in the vision and will work for ‘next to nothing’ - but not many. And, they will only work for next to nothing to a point. If there is nothing in it for them, they’ll soon become discouraged.
Where do companies go wrong? Basically the error is one of viewpoint, or perspective. The Survey is termed a ‘company survey’ or a ’staff survey’ but delivered by management - generally the HR department. It is done by the company to the staff. This means the staff have little ownership of the process.
It becomes a “oh, the company wants to know
He has been a friend and client for many years, has heard me talk about it for at least a decade and still made the mistake that kills more resume submissions than anything else.For my search firm readers, how often do you receive a resume that causes you to scratch your head and wonder what the person was thinking of who sent their resume? With me, it happens more than a hundred times a day.Almost every resume I receive does not show the skills required to do the job even when I make it clear in my advertising to send their resume in Word ONLY IF YOU HAVE THE REQUIRED SKILLS.And if you think I have time to call everyone and ask them about the experience they have that fits the position for which they forwarded their resume, you’re wrong. I don’t. If I called everyone who emailed, waited for them to get back and qualified them for the missing part of the fit, I would never have time to do the marketing that helps people land the jobs I get for them.So
Where do companies go wrong? Basically the error is one of viewpoint, or perspective. The Survey is termed a ‘company survey’ or a ’staff survey’ but delivered by management - generally the HR department. It is done by the company to the staff. This means the staff have little ownership of the process.
It becomes a “oh, the company wants to know what I think, huh” and immediately the battle lines are drawn. Staff begin looking for ways to influence the company by the way they answer the question. The problem is, they are the company. And therein lies the point.
Staff are led to believe they can influence management to change the working rules through a culture survey. The reality is, they can’t (or don’t).
As soon as staff realise this, the positive intentions fail and it becomes another “survey exercise” and as soon as that happens, the value of the survey actually goes into the negative.
It turns negative because the survey itself initially raises expectations that staff and their lot in life are important. Yet when initiatives to improve fail or are not followed through, the point of managerial disinterest in magnified. The survey can become a point of dissatisfaction - not satisfaction.
2. It’s not you … it’s me - When it comes to implementing change it’s the company, generally, doing it with the staff. But the company is the driver. Therefore, while the staff are involved, it is with strict guidelines along company lines. This means the staff can only change the culture the way the company wants it to change. Now some may argue that that is okay. The company makes the rules and reserves the right determine how staff act, behave and work. BUT, and it’s a big but, the staff are the company. And remember, the staff are there for their reasons, not the company’s.
So, in a nutshell:
- the company wants the staff to be happy - good!
- the staff want to be happy - good!
- the company takes responsibility for the change through the survey - bad!
- the company initiates change through the staff - bad!
- the company perpetuates it’s role as the master of the staff - very bad!
- the staff come to re
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