The Fine Art of Marketing Research
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Employee Engagement & Retention Management
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Burke’s Employee Engagement & Retention Management practice is focused on helping companies develop and deploy employee measurement and management systems to more effectively focus internal resources to improve engagement, performance, and profitability. A key element of our approach is the concept of “Employee Engagement”, which represents the strength of the overall “connection” between the employees and the organization and includes commitment, involvement, relationships, and initiative.
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Employee Engagement & Retention Management - Overview & Philosophy
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"Not to know is bad; not to want to know, is worse."
Chinese Proverb
Employee opinions matter. This is a simple and powerful fact. When employees feel respected, valued, and supported, they are more likely to contribute fully, better meet customers’ needs, and engage in achieving mission specific goals.
Burke research shows that highly engaged employees are more likely to remain with the company on a long term basis, to be an adovcate of the company products and services, more likely to put in extra effort for their customers and contribute more to the bottom–line business success, than are non-highly engaged employees.
Employee and organizational surveys serve as valuable decision support tools. They identify organizational and group strengths, opportunities for improvement, and establish a foundation for making positive change.
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Why Choose Burke?
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Client Partnership
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Burke believes the best way to approach a project is through ongoing client participation and involvement. Employee involvement starts with the inclusion of employees and managers in the development and administration of the survey, and continues throughout the ongoing implementation of solutions. Additionally, in order for managers and employees to support change and adopt new behaviors, it is most helpful for them to be involved in the process.
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Focus on Objectives, Using a Structured Process with Agreed Upon Timelines
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Burke will work with your team members and staff to ensure that the desired objectives are achieved working within the established timelines. We utilize a proven process that accomplishes both the desired outcomes and within the desired timelines.
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Action Oriented Results
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Through the use of several analytical techniques, Burke is able to go beyond simply providing a listing of questions on which employees gave low ratings. We further analyze the data to identify which of those issues have the most impact on employee engagement. Our analytical reports clearly pinpoint opportunities for implementing positive change.
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Skill/Knowledge Transfer
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Burke believes that it is our responsibility to provide for the optimal transfer of skills and knowledge during a project. This is accomplished through close working relations and ongoing communication and coordination with client staff.
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Professional Expertise
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Burke offers a professional staff with the education and experience in the development of solutions and implementation based on critical issues that arise from the employee survey results.
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Ongoing Communication Support
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Communication is a key component throughout the process. It is best when communications are structured, unified in content and timed for maximum meaningfulness throughout the process. Burke can assist in the design of a broad communications plan for communicating key messages throughout the entire survey process.
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On time and on budget
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Burke has a proven track record of delivering on time and on budget. We believe it is important to manage a project according to agreed upon parameters which include both timelines and costs. If circumstances change that impact any agreed upon parameter, additional discussions are initiated to ensure misunderstandings do not occur.
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Employee Surveys : Key Success Factors
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- Having Support from the Top
- Communication of Objectives, Importance, Purpose and Process
- Setting Expectations
- Asking the Right Questions
- Employee Involvement Throughout
- Having Adequate Participation
- Commitment to Use the Results Constructively
- Receiving Results in a Meaningful Format
- Providing Feedback to all Employees
- Action Planning to Address “Issues”
- Implementing Improvement Initiatives
- Following Up to Track Progress
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What our clients say about us...
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Adrienne Whitmore, Sun Microsystems, Inc.
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"I have never worked with a finer group of professionals. Burke is an organization that measures themselves against the same standards they help their clients identify. Burke staff are true experts on employee satisfaction. Many consultants can tell you how to measure satisfaction, but very few can tell you how to do it right.”
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Anne Kinney, Sprint PCS
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“Burke’s executive report and presentation gave us actionable items identifying critical areas of concern.”
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Susan Abbott, The Hartford
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“Burke focused on trying to make our outcome successful. They were very proactive and added value.”
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Jay Zimmerman, Bank of Montreal
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“Burke is incredibly responsive, flexible, and customer-oriented.”
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"I was very pleased overall with Burke’s responsiveness and ability to deliver what they said they would.”
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Martha Hazelton, State of Georgia.
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"I always feel they go the extra mile. They had individual meetings with our staff to get the study ready. Worked around the clock to make sure everything was done. I highly recommend them because they are so conscientious and knowledgeable. They care about their customers and listen to their customers. They want to do what is best for their customers."
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Christy Frederic, CLECO Corporation
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"Burke could see something unique in our organization and they capitalized on it, and helped us maximize the benefit."
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FAQs
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When is the best time to do an employee survey?
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Who should be included in surveys?
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How often should surveys be administered?
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Do you recommend including open-ended questions/collecting comments?
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What are typical response rates?
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What is the minimum number of respondents in a group needed for reporting results?
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Who should get survey results reports?
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When is the best time to do an employee survey?
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There is probably no one best time for everyone in the organization to do a survey. Work demands can fluctuate based on industry and function. There is a tendency to want to wait until "all of the changes are in place," or "until things get on track" before doing their first survey. It is natural to have a fear of the unknown. To help ensure that the survey results will be used to make positive change, we recommend conducting an annual survey at a time when the results can be incorporated into annual budgeting and strategic planning efforts.
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Return to top of FAQs.
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Who should be included in surveys?
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Burke advocates a census approach. In general for broad based surveys, we believe all employees should be given the opportunity to complete a survey. Full inclusion helps to build buy-in to the process by giving employees an opportunity to be involved. Depending on size of organization and number of employees, it may be worthwhile to do quarterly sampling for tracking purposes or to better understand specific issues as they arise.
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Return to top of FAQs.
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How often should surveys be administered?
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Once a year is optimal. Research shows that the majority of companies conduct annual surveys, followed by bi-annual surveys. It is common to monitor trends on target topics more frequently, as appropriate. Other than for simply tracking trends and monitoring hot issues, it is a real challenge to try to use quarterly results effectively. Improvements take time to create and implement, and frequent measurement without change can be frustrating to both employees and management.
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Return to top of FAQs.
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Do you recommend including open-ended questions/collecting comments?
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Yes. It's best if they are constructively positioned, such as, "What one thing would you suggest to improve ?" Comments provide an outlet for sharing powerful examples and suggestions. They provide additional information for understanding the quantitative results, and provide a good start for using the results. Comments should be used to support the quantitative findings rather than vice versa.
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Return to top of FAQs.
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What are typical response rates?
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Ultimately, the response rate depends on a number of factors including:
(1) the message about the survey regarding purpose and management support
(2) the employees' perceptions of its usefulness and value to them personally
(3) ease and convenience of completing the survey
(4) the general culture of the organization, i.e.,is there trust - do employees believe their responses will be anonymous?
(5) does the history of previous surveys include communicating results to all and efforts to make improvements based on those results?
The more positive the response to each of the above 5 factors, the higher the response rates. Typical response rates are in the 60-70% range. Below 50% is a concern. Response rates also vary by mode of administration with group administrations delivering the highest response rates, although web surveys are now offering strong response rates as well.
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Return to top of FAQs.
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What is the minimum number of respondents in a group needed for reporting results?
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We recommend setting the minimum number of respondents for a report at 10. If the group size is less than 10, we suggest that they be rolled up to the next level. With less than ten, one or two people can have major impact on total results as well as trending. Reporting for less than 10 cause individuals to feel "at risk" for identification, and this may cause them not to participate and/or not provide accurate responses if they do.
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Return to top of FAQs.
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Who should get survey results reports?
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This depends on how the organization will drive the use of results, i.e., who will have accountability for making positive change. It is usually good for managers who have at least 10 respondents to get their own results as this builds buy-in and makes the results personally relevant. If the results are only presented at the higher levels, lower level managers will not own the results, and there is little opportunity for identifying and addressing local issues.
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Return to top of FAQs.
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