13/12/22, 10:53 Por que as pesquisas com funcionários são inúteis

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Por que as pesquisas com funcionários são inúteis

Vahed Qazvinian

Publicado: 12/12/2022

No início, os empregadores normalmente gastam de US$ 3.000 a US$ 15.000 em pesquisas de satisfação de
funcionários, na esperança de detectar se um funcionário tem planos de deixar a empresa. Apesar disso, a
pesquisa mostrou que apenas 33% dos funcionários nos EUA estão engajados no trabalho, enquanto 45%
 consideram seu trabalho um desgaste emocional.

Os custos de atrito dos funcionários com as empresas são menos modestos. Eles são estimados em mais de 
US$ 1 trilhão anualmente nos EUA, e a substituição de um funcionário demitido pode custar algo entre 60 e
200 por cento da remuneração anual do funcionário.

Além do aspecto monetário, a taxa de desgaste afeta direta e tangivelmente a expansão dos negócios,
enfraquece a marca, degrada a cultura corporativa e diminui o moral dos funcionários.

Essas estatísticas deixam uma coisa clara: as pesquisas sozinhas são ineficazes no combate ao atrito no local
de trabalho. Então, por que eles ainda estão sendo usados ​e existe uma alternativa melhor?

Por que as pesquisas de satisfação e saída ainda são usadas?

As organizações contam com pesquisas há décadas para monitorar o comportamento dos funcionários. Um
dos objetivos mais comuns é medir os níveis de satisfação dos funcionários e obter feedback sobre várias
preocupações no local de trabalho, como salário, benefícios extras, avaliações, regulamentos, desgaste e
política.

As pesquisas também são usadas para capturar tendências que causam desgaste. As pesquisas de saída têm
como objetivo descobrir se uma experiência ruim foi única ou representativa de um problema mais amplo na
empresa.

O problema com as pesquisas de pessoal é que eles lutam para atingir esses objetivos. Vamos dar uma olhada
em por que exatamente as pesquisas de pessoal falham como uma ferramenta de RH eficaz.

Limitações de pesquisas com funcionários

As pesquisas de satisfação medem os indicadores atrasados ​— ou seja, revelam problemas depois de
desenvolvidos. Quando uma pessoa relata sua insatisfação, ela já está no caminho da demissão.

A distribuição de uma pesquisa promove a crença de que o empregador prestará atenção às respostas. Por
outro lado, se parecer que a empresa não leva o feedback a sério, a realização de pesquisas representa o risco
de prejudicar o moral dos funcionários.

As pesquisas não podem ser executadas com frequência suficiente para gerar dados em tempo real. Isso
significa que as atualizações de dados são pouco frequentes e as decisões geralmente são tomadas com base
em dados antigos.
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Pesquisas com funcionários apenas às vezes fornecem informações relevantes. Por exemplo, a greve da
United Parcel Service em 1997 começou apenas 10 meses depois que a empresa teve uma pontuação alta em
sua pesquisa anual de satisfação dos funcionários. Embora a pesquisa tenha constatado que, em geral, a
satisfação dos funcionários era muito boa, não foi possível descobrir objeções veementes sobre o
crescimento do trabalho de meio período dentro da empresa, que foi uma das principais preocupações
durante a greve.

O preenchimento de pesquisas desvia os funcionários de tarefas mais produtivas. Além disso, criar, distribuir
e analisar pesquisas pode ser caro. As pesquisas de engajamento dos funcionários são tendenciosas porque só
podem ser realizadas ocasionalmente. Como resultado, a maioria dos funcionários tende a se concentrar em
eventos recentes, em vez de considerar uma visão mais abrangente em suas respostas, o que leva a um viés
de atualidade nos resultados.

Uma alternativa melhor

Dadas as limitações das pesquisas de pessoal, é crucial que as empresas busquem soluções mais eficazes.
Uma abordagem mais contemporânea para lidar com o atrito envolve o monitoramento de indicadores-chave
em tempo real. Isso fornece uma leitura mais precisa e menos tendenciosa do local de trabalho e dos riscos
de atrito. A seguir estão os indicadores mais importantes que empregadores e gerentes de RH devem
monitorar para uma gestão de talentos eficaz e em tempo real.

Workload indicators

Increased out-of-office days

Out-of-office days are often essential, but a consistent increase over a short period can also indicate burnout.
Employees typically will isolate themselves when they feel burned out.

Weekly meeting load

Meetings are an integral part of the workplace. However, excessive or poorly planned meetings take up
valuable work time. Everyone, in theory, has blocks of time for carrying out their essential duties. This is
known as “maker time.” If meetings consistently eat into this time, employees can feel helpless.

Increased absent days

An employee beginning to feel burned out will usually miss more work days than usual or arrive late.
Therefore, this is a crucial indicator for discovering employee attrition.

Number of projects
Typically, employers want their top employees to work on the most crucial tasks. Sadly, this can lead to
unknowingly overworking them. Keeping track of project loads is a good idea to ensure an even division of
work.

Connection indicators
Skip-level and manager 1:1s
Skip-level and direct manager meetings present opportunities for employees to forge closer bonds with one
another and share feedback. An excessive or nonexistent skip-level and manager 1:1s schedule can be a
warning sign that something is wrong.

Manager attrition and increased managerial changes

Managers are an essential part of the workplace-employee experience. It’s common for a team to leave in
quick succession when a competent manager quits or is frequently changed. If management turnover rates
increase, you can be sure that employee retention rates at lower levels will quickly begin to fluctuate.

Increased meetings and collaborations with peers

Meetings and collaborations foster teamwork in the workplace, but an increase can often depict brewing
attrition. If one of the peers or collaborators leaves, there’s a high likelihood that others will follow.

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13/12/22, 10:53 Por que as pesquisas com funcionários são inúteis

Recognition indicators

Peer bonuses given

Peer bonuses boost employee morale and are a source of recognition for consistent effort. If peer bonuses are
withdrawn or given unequally, it increases the rate of attrition among employees.

Compensation indicators

Position in range
Position in range expresses how an employee’s pay compares to the pay range of that position. It is
calculated like this:
(Pay rate – Range minimum) ÷ (Range maximum – Range minimum) × 100.

The employee’s position in the range demonstrates how much more they can be compensated without
exceeding the position’s maximum market salary. Additionally, it identifies the workers who are underpaid
compared to their co-workers, which lets you know who is most likely to leave their job because they are
paid unfairly.

External compa ratio

This compares an employee’s compensation with the position’s wage range midpoint for the overall market,
industry, or city where your company is based.

The external or internal compa ratio is mathematically calculated by: Pay rate ÷ Range midpoint.

A compa ratio of 1.0 indicates that an employee's pay is precisely equal to the midpoint of the salary range
for that position. On the other hand, a compa ratio higher than 1 indicates that an employee is paid more than
the midpoint of the pay range. A compa ratio under 1.0 suggests that the employee's salary is below the pay
range for that position, and the employee is more likely to leave the company in search of one with higher
pay.

Internal compa ratio

An internal compa ratio compares an employee’s pay to the midpoint of the salary range for all other
employees in that job position within your company. It displays how well each employee is paid relative to
their co-workers.

Pay raises
Pay raises bolster employee loyalty, show welfare concern, and reduce attrition. However, an employer
should factor in their employee cost of living for that region. Additionally, if an employee has to ask for a
pay increase, they are already halfway out of the company.

Growth indicators

Time in role
An employee with a long time in the role brings a wealth of knowledge to the table. However, being in the
same position for an extended period might also mean that a person has limited opportunities to advance in
the company or career, which can encourage attrition.

Number of job changes

The number of jobs a person has held can reveal how likely it is that they will leave their current position.
For instance, if an employee has had many job changes in the past year, there’s a high probability that they
will leave their present company soon.

Tenure
Tenured employees typically feel more stable about their careers and are more motivated to work harder and
more productively. However, it can feel like stasis and encourage attrition if a tenured employee at your
company needs to progress in their career or receive a pay raise but doesn’t.

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13/12/22, 10:53 Por que as pesquisas com funcionários são inúteis

Analysis and follow-through matter

The above indicators are meaningless in isolation. However, combining these indicators, examining trends,
and comparing them against departments and teams can provide a comprehensive view of how employees
feel about their career prospects. Additionally, they can accurately identify which employees are most likely
to leave for a better-paying or more challenging role in a different company.

It’s necessary to intervene at the management or employee level to assist employees at risk of attrition.
Developing a targeted strategy using this analytics-based method rather than a blanket approach can increase
engagement and efficacy while reducing cost.

Start tracking your data instead of rolling out surveys

Surveys are out of date and ineffective because they can only identify employee attrition risks
retrospectively, instead of proactively. Tracking the data points listed in this article, potentially in
combination with employee retention analytics, is the smarter way to identify at-risk employees. This allows
you to combat attrition head-on with full oversight of its causes. It may also save you a fortune in needless
surveys.

About The Author

Vahed Qazvinian

Vahed Qazvinian is a machine learning expert with a passion for improving employee worklife and solving
employee attrition. He is a co-founder of Praisidio, an AI-powered tool for employee retention.
        

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Source URL (retrieved on 12/13/2022): https://www.qualitydigest.com/inside/management-article/why-

employee-surveys-are-useless-121222.html

Links:
[1] https://www.driveresearch.com/market-research-company-blog/the-cost-of-outsourcing-an-employee-
survey/
[2] https://www.gallup.com/ local de trabalho/349484/state-of-the-global-workplace-2022-report.aspx
[3] https://thrivemyway.com/hr-statistics/
[4] https://www.gallup.com/workplace/247391 /fixable-problem-costs-businesses-trillion.aspx
[5] https://parcelindustry.com/article-3533-A-Look-Back-at-the-1997-UPS-Strike.html
[6] https:/ /www.praisidio.com/post/maker-time
[7] http://praisidio.com

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