HR Insights On Employee Satisfaction
Henry Goldbeck of Goldbeck Recruiting comments on Amelia Peacock’s questions “Seeking HR expert to provide insights on new HR survey about employee satisfaction”.
Some key findings and story-lines:
- 42% of small businesses (1-50 employees) offer no employee feedback.
- Formal or scheduled employee feedback is more popular (34%) than informal or ad-hoc employee feedback (25%).
- Managers who provide consistent and accurate evaluations have 35% more employees reporting job fulfillment than managers who do not.
“Studies show that the employees ability to make a positive contribution at work is the single highest factor when it comes to job fulfillment. Consistent and accurate feedback is a sign that the employer is organized in a way that supports and values the employee contribution, supports them to increase their contribution and affirms to the employee that they are making a contribution.”
- Over half (51%) of millennials are at least somewhat likely to leave their current job within the next 6 months.
How much of this is reflective of the cohort’s current age? Will it be the same 20 years from now?
- 40% of employees say their behavior and attitude should be the most important factor when being considered for a raise.
“Behaviour and attitude are probably precursors to the employee’s ability to contribute to the employer and thus earn a raise, promotion, develop additional skills etc. Someone who says I have a great attitude and behaviour, give me a raise, is actual exhibiting per attitude and behaviour. At the end of the day an intelligent aware employee should understand that there are many factors related to earning a raise and income within a particular position is usually limited within a band. Being promoted or adding skills, competencies or contribution outside of the position are signs of great attitude and often rewarded by the employer.”
What do these findings say about the modern employee? What are the implications for managers?
“Employers need to understand that employees have their own motivations and if the employer does not offer the employee the growth, or income, or flexibility or training etc. that the employee considers important then they will look for it elsewhere. That does not mean that they are poor employees or that they cannot make a great contribution to the employer before they leave. Communicating with a young employee that you understand that this may not be their dream job and supporting them in developing towards that dream career while they are with the current employer will create loyalty and dedication while employed and make the employer more desirable to other potential employees.”
Latest posts by Henry Goldbeck (see all)
- Workplace Games: Gamification Nets Results for HR - March 15, 2019
- Visa Finagling: Why US Based Foreign Workers are Choosing Canada - March 7, 2019
- USMCA – What Does It Mean for Canadian Firms and Professionals? - February 7, 2019