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A properly conceived employee survey program represents an opportunity to impact and strengthen the organization, making it more competitive in the marketplace in which it operates. Creating Motivated Workforces offers best practices by identifying the industries and job types that best deliver what employees want. It also guides organizations in the most effective survey feedback and action planning processes. Based on twenty-five years of data, the book provides targeted and practical recommendations for how ...
A properly conceived employee survey program represents an opportunity to impact and strengthen the organization, making it more competitive in the marketplace in which it operates. Creating Motivated Workforces offers best practices by identifying the industries and job types that best deliver what employees want. It also guides organizations in the most effective survey feedback and action planning processes. Based on twenty-five years of data, the book provides targeted and practical recommendations for how organizations, leaders, and managers can better build more engaged and committed workforces.
Chapter 1: What Employees Really Want.
Chapter 2: Why You Should Care.
Chapter 3: Recognition.
Chapter 4: Exciting Work.
Chapter 5. Security of Employment.
Chapter 6. Pay.
Chapter 7. Education and Career Growth.
Chapter 8. Conditions at Work.
Chapter 9. Truth.
Chapter 10: RESPECT: A Key to Your Future Success.
Appendix A. Identifying RESPECT Levels Worksheet.
Appendix B. About the WorkTrends Study.
Appendix C. Discovering the RESPECT Taxonomy: The Method.
About the Authors.
Posted October 12, 2011
Can a book change your life? If you're employed as a manager, an executive or an HR practitioner, this one might.
Jack Wiley, PhD, is a world authority on the factors that motivate employees and how they perceive their work. His first book Strategic Employee Surveys (2010) lifted the lid on survey practices and showed how organizations can benefit by measuring what matters most.
Over the past 30 years, Wiley has asked over 200,000 workers what they most want from their employer. In this book, co-authored with Brenda Kowske, he concludes that employees only have seven fundamental needs. That in itself is worth the cover price!
The seven things that employees most want from their managers and organizations are neatly summarized in the acronym R.E.S.P.E.C.T. (and yes, the authors do acknowledge Aretha Franklin!). This stands for: Recognition; Exciting work; Security of employment; Pay; Education and career growth; Conditions at work and finally Truth.
The real story is the impact on engagement, productivity, customer service and the bottom line when organizations meet these seven fundamental needs. Quite simply, those that deliver R.E.S.P.E.C.T. outperform those that don't. Their employee engagement level is 117 percent higher; their operational performance is 64 percent higher; their customer satisfaction level is significantly greater and their 'return on assets' is up to ten times higher.
What's more, these things don't cost a lot, if anything, to implement. Providing recognition and telling the truth cost nothing. Finding exciting work for a team just requires the manager to be in touch with what motivates each individual.
Written in an easy-to-read and engaging style - and filled with real-world examples and novel approaches - the book provides straightforward, practical actions to help managers, executives and HR practitioners to meet these seven needs. It even provides diagnostics to help you assess your organization's areas of vulnerability.
The essence is simple: if you want to create a high performing and fulfilling workplace, give employees what they want. With the fragile state of the economy, this book needs to be read. Buy it. Your employees will thank you - and your busines will benefit.