Personnel surveys

The objective of the personnel surveys is to improve functionality, well-being and cooperation in the workplace community. This is achieved by a survey aimed at the organisation personnel, the results of which are processed and turned into proposed actions and follow-up schedules and measurements by Feelback experts.

What is Personnel survey?

Personnel survey is a well-designed, managed and communicated survey aimed at the personnel of an organisation. Personnel survey includes, for example, the following components:

  • practical meter appropriate to the needs of the target organisation
  • functional data collection method
  • informative reports that serve the target organisation well
  • development-oriented result processing plan and implementation thereof

Extensive personnel survey
 

OBJECTIVE
The objective is to improve functionality, well-being and cooperation in the workplace community. This is achieved by personnel survey, the results of which are processed and turned into proposed measures, follow-up schedules and measurements by Feelback Group experts.

TARGET GROUP
Members of the workplace community, the organisation as a whole.

IMPLEMENTATION
The evaluation is carried out as an electronic survey, and the respondents will be invited via e-mail. Other invitation and survey methods may also be used, including paper forms. The data security of all personnel survey answers is guaranteed, and individual respondents cannot be identified. The results are reported in an integrated report and categorised by background-variables like units if required.

DEVELOPMENT FRAMEWORK
Feelback Group has collaborated for a long time with, for example, the Finnish Institute of Occupational Health, occupational healthcare units and other experts and development consultants on working life. As personnel management
is based on the strategy, the content of the personnel surveys may vary. In general, an extensive personnel survey covering the entire personnel includes at least the following perspectives:

  • well-being of the individual
  • functionality of the workplace community
  • management
  • meaningfulness of the work.

TREATMENT OF RESULTS AND DEVELOPMENT ACTIONS
The evaluation contains a result-processing session during which the results of the survey are analysed, and conclusions are drawn. Development actions may incorporate supervisor training to coach the supervisors responsible for the personnel in the organisation in separate result-processing sessions and identification of development challenges.

Survey on well-being at work
 

OBJECTIVE
The objective is to improve the well-being of both the individuals and the workplace community as a whole based on the information of a separate survey. This is achieved by a survey aimed at the organisation personnel, the results of which are processed and turned into proposed actions, follow-up schedules and measurements by Feelback Group experts.

TARGET GROUP
Members of the workplace community, the organisation as a whole.

IMPLEMENTATION
The evaluation is carried out as an electronic survey, and the respondents will be invited via e-mail. Other invitation and survey methods may also be used, including paper forms. The data security of all personnel survey answers is guaranteed, and individual respondents cannot be identified. The results are reported in an integrated report and categorised by background-variables like units if required.

DEVELOPMENT FRAMEWORK
Feelback Group has collaborated for a long time with, for example, the Finnish Institute of Occupational Health, occupational healthcare units and other experts and development consultants on working life. As personnel management is based on the strategy, the content of the well-being surveys may vary. Based on extensive experience and numerous conducted measurements, Feelback Group offers fundamentals and framework where well-being factors can be divided into external and internal factors.

External well-being factors include

  • supervisor’s leadership style
  • functionality of the workplace community.

Internal well-being factors include

  • ability of the individuals to work
  • factors related to the attractiveness of the work.

TREATMENT OF RESULTS AND DEVELOPMENT ACTIONS
The evaluation contains a result-processing session during which the results of the survey are analysed, and conclusions are drawn. Development actions may incorporate supervisor training to coach the supervisors responsible for the personnel in the organisation in separate result-processing sessions and identification of development challenges.

Work atmosphere survey


OBJECTIVE
The objective is to develop and improve the atmosphere at work. This is achieved by a survey aimed at the organisation personnel, the results of which are processed and turned into proposed actions, follow-up schedules and measurements by Feelback Group experts.

TARGET GROUP
Members of the workplace community, the organisation as a whole.

IMPLEMENTATION
The evaluation is carried out as an electronic survey, and the respondents will be invited via e-mail. Other invitation and survey methods may also be used, including paper forms. The data security of all personnel survey answers is guaranteed, and individual respondents cannot be identified. The results are reported in an integrated report and categorised by background-variables like units if required.

DEVELOPMENT FRAMEWORK
The atmosphere survey determines the atmosphere at the workplace community as well as other factors related to it.
Feelback’s standard meter includes statements from, for example, the following areas:

  • Motivation
  • Openness
  • Goal-orientedness
  • Cooperation
  • Development
  • Management

TREATMENT OF RESULTS AND DEVELOPMENT ACTIONS
The evaluation contains a result-processing session during which the results of the survey are analysed, and conclusions are drawn, with the key results being scrutinised further. Development actions may incorporate supervisor training to coach the supervisors responsible for the personnel in the organisation in separate result-processing sessions and identification of development challenges.