Workplace Success Stories
- Best Practices 2003
Maximizing Employee Input in Managerial Decision-Making
| Practice Name:
Work Environment Survey |
Workplace Issue Addressed: Community building, communication & information sharing, planning, continuous improvement, accountability Category: Organizational Improvement/Effectiveness |
Description of the practice
Once every 2-4 years, employees in the eight departments
within Information Systems and Technology (IS&T) have an opportunity
to express their opinions in a confidential format on workplace issues,
as they relate to their own departments and the larger organization
of Information Systems and Technology. The Work Environment Survey
is a tool IS&T uses to make the organization's management aware
of specific areas where there are problems with operational practices,
or with the quantity and quality of communications.
Benefits of adopting the practice
There is a greater sense of community, improved morale and
greater awareness and accountability. There are more opportunities
for discussions and projects that cross other departments.
How this practice works
A survey form (82 questions) is distributed to each career
employee (approximately 350) with a stamped return envelope addressed
to a tabulating service. The responder is not identified and each
survey has equal weight. Results are tabulated and posted on the web
for everyone to see.
What you need in place to replicate this practice
Budget to construct the survey, tabulate the results, and
follow-up with training if required from an outside provider. Active
support from top management.
Tangible improvements to the department as a result of adopting
this practice
A vision statement was developed, as well as a forum for
direct reports and directors, and an annual department-wide meeting
where the director gives presentations and staff can submit questions
ahead of time. Continuous cross-department groups meet with the director
two hours weekly to discuss current activities. As a result of these
surveys there is a greater sense of community, more opportunities
for discussions and projects that cross other departments, and coherent
planning across IS&T. There is greater awareness and accountability.
Why this practice was so successful and is worth replicating
Upper management support and a commitment to process improvement
ensured that responsive follow-up action was taken. Although
the survey document was customized to address problem areas IST managers
had identified, the topics and questions are relevant for a medium-
or large-sized organization with multiple units that must work together
to accomplish interrelated goals in a changing environment.