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A new name for Employesurveys

Regular visitors to the site will see that we have changed from Employesurveys to Edgecumbe Research.

First thing to say is that there has been no takeover, or change in strategic direction and the team remains the same.

So why have we changed our name?

The main reason is that since 2006 Employesurveys has been proud to be part of the Edgecumbe Group. With Edgecumbe’s growing reputation in the world of business psychology it is right that we should make that association clear. Furthermore the name of Employesurveys was chosen at the time when we were one of only a few who had the capability to do surveys online. That particular distinction has long gone and so the emphasis on e capability is no longer appropriate.

In keeping with the Edgecumbe motto our business continues to thrive. The whole Edgecumbe team look forward with confidence that we will deliver our promise of making employee surveys make a difference.

22/06/2010 – posted by Chris Marshall

Communication key to maintaining trust

This week I was delighted to present survey results to the Board of one of our clients- a business in a sector that has been hit very hard by the current economic recession. In common with all in their sector, they have had to make tough decisions including making 25% of their workforce redundant and reducing pay be 10% for all remaining employees.

This was the third annual survey we have done for them, and the Board were anxious to see what impact these decisions had had on morale and engagement.

I was not surprised to report that although their results had dropped since 2009, the drop was quite small and that in most items their scores remained above our norms -a tremendous result considering few of our clients have had to take the measures they have had to. Why was I not surprised? I know that this business has a great leadership team and in their words “they work bloody hard” on communication. For example all members of the board hold regular face to face briefings with the staff, not just in the good times, but even more so when times are hard. They try to be as open and honest as possible, they listen and explain.

Since 2009 pride in the organisation has gone up and so has commitment. Both measures were already in the nineties. Not bad!! The business is starting to recover and I am sure they will benefit from a very engaged, skilled and committed work force. They deserve to do well and I am sure that they will.

03/06/2010 – posted by Chris Marshall

How a survey made a difference

Last week I had the pleasure of presenting the results of an employee engagement survey to a client. The results were outstanding and the Management Board were delighted.

We previously carried out a survey for this organisation in 2007. Results were poor and had dropped since the previous engagement survey in 2006. It was at that time that they knew things had to change. The organisation went through a complete restructure - a layer of management was removed, several key people were replaced and many of the key processes were reviewed and changed where necessary.

Through these difficult times, they were clear about the need to communicate, consult and engage their people at all stages. The survey results this year has proven that this approach has paid off handsomely and the organisation now benefits from having a highly motivated and engaged workforce who are committed to the future success of the organisation.

Another great example of how employee surveys can really help make a massive difference.

09/03/2010 – posted by Chris Marshall

The Tough Get Going

A new year, and whilst there may be a brighter outlook than at the start of 2009, there still remains greater economic uncertainty than normal. Most commentators believe the uncertainty will probably continue for most of the year, exacerbated by it being an election year here in the UK.

Despite of the cold, stuttering start to 2010, clients I have spoken to in the past few days seem to be cautiously optimistic for the year ahead. Here at Employesurveys we share that optimism. 2009 was a surprisingly good year for us, somewhat better than we anticipated.

Looking back on the work we did during 2009, the one thing that really stands out was how resilient many organisations were to the unsettling and difficult times that affected almost everyone to some extent or another. Not quite Dunkirk spirit, more like when the going gets tough…

15/01/2010 – posted by Chris Marshall

Workplace Stress

The National Institute for Health and Clinical Excellence has reported that the cost of work-related mental illness such as stress is a staggering £28bn, a quarter of the UK’s total sick bill (http://news.bbc.co.uk/1/hi/health/8343074.stm). Such figures are particularly concerning in the current economic climate when the need for organisations to minimise costs is at its greatest. It’s not just staff who call in sick that cost businesses money but also the people who come to work and perform poorly due to their illness.

In an effort to cut costs, many organisations are reducing their headcount. This often results in remaining staff having to take on additional responsibilities and managers being put under increasing pressure to achieve targets with fewer resources. It is under these circumstances that staff and managers are at greater risk of suffering from stress and hence are likely to cost the organisation even more money through absenteeism and poor performance.

Some organisations feel that delaying their staff survey in the current economic crisis is another way to save money. Yet it is during these times that a survey is needed more than ever.

Engagement surveys can help organisations to assess how staff feel about aspects of their job and the organisation that are known to impact on their attitudes, engagement levels and psychological well-being. They can inform organisations where change and interventions are needed before staff become the victims of stress – a small investment for a big saving.

23/11/2009 – posted by Dr Jo Beale