While always significant and useful, the true power of Employee Opinion Surveys can often be seen with a case study of best practices. In November 2005, HR Solutions administered a repeat Employee Opinion Survey for The Breakers Palm Beach, a luxury destination resort in Florida. In addition to generating a notable increase in participation, this world-class resort placed in the 93rd percentile of all hospitality organizations surveyed by HR Solutions. This ranking represents a stellar improvement from 2004 survey results, when The Breakers placed in just the 53rd percentile.
This significant improvement begs the questions, what happened? Which dimensions of Employee Opinion at The Breakers drove such great change? Which action plans had the most impact? The survey data analysis revealed commendable improvements, and The Breakers converted what were once challenges into highlights: scores increased significantly on Communication, Pay Satisfaction, Supervisory Consideration, and Productivity/Efficiency.
The Breakers placed significant importance on the Communication dimension. The 2005 score was 23% higher than 2004 results, and 11% above the hospitality norm. This result was most strongly affected by the survey item, ìI am satisfied with the communication I receive throughout the year from my supervisor about my performance (i.e., before my performance evaluation.)î Breakers team members scored an astounding 40% more favorably in 2005. The Breakers successfully shifted opinion by implementing the following action steps:
- Supervisors provided feedback three times per year to each team member.
- More effective use of supervisory staff as a communication vehicle within the organization.
- Increased usage of e-mails and number of meetings scheduled.
- Supervisors encouraged cross-training programs and transfers.
Denise Bober, Director of Human Relations for The Breakers, attributes this marked improvement to a new performance management system, created as a result of previous survey feedback. According to Bober, the resulting system is interactive and goal-oriented, a big change from the highly administrative, traditional arrangement of years past. ìWhat you donít ever want to do is create a bureaucratic system,î she said. ìHaving a two-way system that heavily involves the employee in the input and outcome does make an impact.î Truly, employee engagement among team members at The Breakers was positively affected by this new communication system.
The Breakers Pay Satisfaction dimension was also extraordinarily important. Action plans, including increased wage research surveys, were created at the departmental level and communicated regularly with employees to maximize satisfaction in this area. Bober said that keeping pay scales competitive is crucial to the success of the organization. The results of two particular survey items contributed to more favorable employee opinions:
- ìI am satisfied that my pay reflects the effort that I put into doing my work.î (31% more favorably)
- ìI am satisfied with the difference in pay between new and experienced employees doing the same job.î (26% more favorably)
With regards to Supervisory Consideration, The Breakers achieved a score of 74% favorableóeight percentage points above the hospitality norm and 23% higher than in 2004. During the feedback sessions conducted by HR Solutions, the team members outlined the actions supervisors had taken:
- Supervisors demonstrated greater fairness and consideration in scheduling and performance evaluation processes.
- Supervisors spent more time with their team members.
- Supervisors increased the recognition of team member efforts.
The Productivity/Efficiency dimension was also an opportunity for improvement that became a highlight of the survey. Indeed, the score improved by 21% and was 11 percentage points above the norm. Team members explained that the organization had taken great strides since 2004 to provide its various departments with the necessary supplies and equipment. The three survey items that improved most dramatically to influence the score in this area were:
- Availability of equipment: 47%
- Maintenance of equipment: 33%
- Availability of supplies: 30%
ìWe just didnít accept that,î Bober said of team members who lacked the supplies and equipment to properly do their jobs. The Breakers empowered mid-level management to purchase supplies that were necessary, and a ëQuick Winí resulted for the organization.
HR Solutions commends The Breakers on achieving these exceptional outcomes. This organization has set an example on how to use survey results most effectively, and how to engage team members in the action planning process. Clearly, a legendary resort looks ahead to an exciting future.
The true power of Employee Opinion Surveys can often be seen with a case study of best practices
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