{"id":98,"date":"2020-08-23T08:52:31","date_gmt":"2020-08-23T08:52:31","guid":{"rendered":"https:\/\/pulsulechipei.ro\/blog\/?p=98"},"modified":"2020-08-23T08:52:33","modified_gmt":"2020-08-23T08:52:33","slug":"cat-de-des-ar-trebui-sa-ceri-feedback-angajatilor","status":"publish","type":"post","link":"https:\/\/pulsulechipei.ro\/blog\/cat-de-des-ar-trebui-sa-ceri-feedback-angajatilor\/","title":{"rendered":"C\u00e2t de des ar trebui s\u0103 ceri feedback angaja\u021bilor?"},"content":{"rendered":"\n

C\u00e2nd au \u00eenceput firmele s\u0103 str\u00e2ng\u0103 date despre experien\u021ba angaja\u021bilor la locul de munc\u0103, a ap\u0103rut o regul\u0103: Departamentul de Resurse Umane trebuia s\u0103 creeze sondaje sau studii de lung\u0103 durat\u0103, s\u0103 le trimit\u0103 tuturor angaja\u021bilor, s\u0103 analizeze r\u0103spunsurile \u0219i s\u0103 transmit\u0103 rezultatele managerilor. \u00cens\u0103,\u00a0acest ciclu \u021binea p\u00e2n\u0103 anul urm\u0103tor, atunci alt proces \u00eencepea s\u0103 se desf\u0103\u0219oare \u0219i exper\u021bii \u00een Resurse Umane o luau de la cap\u0103t.\u00a0<\/strong><\/p>\n\n\n\n

A\u0219a c\u0103 angajatorii au \u00eenceput s\u0103-\u0219i dea seama c\u0103 aceast\u0103 abordare nu este suficient\u0103 pentru a monitoriza implicarea angaja\u021bilor. Ast\u0103zi, firmele care au cel mai mare succes se caracterizeaz\u0103 prin agilitate \u0219i flexibilitate, deci sunt capabile s\u0103 se adapteze la schimbare, \u021bin\u00e2nd cont de feedback-ul angaja\u021bilor.\u00a0<\/p>\n\n\n\n

Spre exemplu, m\u0103suri precum crearea unei noi linii de produc\u021bie, care s\u0103 r\u0103spund\u0103 mai bine cerin\u021belor clien\u021bilor, aducerea unui nou CEO, cunoscut pentru leadership inovativ sau modificarea structurii unui departament, pentru a eficientiza fluxul de lucru se pot face tot timpul anului, \u00eentr-o organiza\u021bie cu sim\u021b practic.<\/p>\n\n\n\n

Dac\u0103, \u00eens\u0103, efectua\u021bi, pentru a afla implicarea angaja\u021bilor, un sondaj anual, acesta nu v\u0103 va ajuta s\u0103 rezolva\u021bi problemele \u00een timp real. P\u00e2n\u0103 c\u00e2nd ve\u021bi ob\u021bine feedback-ul angaja\u021bilor, prin intermediul sondajului anual, este posibil ca noua linie de produc\u021bie s\u0103 nu mai func\u021bioneze, CEO-ul poate s-a axat pe un program de beneficii care nu este apreciat, iar noua structura a departamentului, despre care scriam mai sus, poate are, deja, efectul opus fa\u021b\u0103 de cel dorit, pentru c\u0103 a \u00eengreunat fluxul de lucru al angaja\u021bilor.\u00a0<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Este posibil ca cei mai talenta\u021bi angaja\u021bi s\u0103 fi plecat deja, s\u0103 fie mul\u021bumi\u021bi \u00eentr-o organiza\u021bie care este mai atent\u0103 la nevoile lor. Cu at\u00e2tea schimb\u0103ri, liderii au \u00eenceput s\u0103 \u00ee\u0219i dea seama c\u0103 nu pot a\u0219tepta un an de zile sau, chiar, doi, pentru a avea feedback-ul angaja\u021bilor.<\/p>\n\n\n\n

\u201cSondajul privind pulsului angaja\u021bilor\u201d abordeaz\u0103 exact aceast\u0103 problem\u0103. Acest tip de sondaj este conceput pentru a fi u\u0219or de completat: doar 2-5 \u00eentreb\u0103ri,\u00a0 care iau doar un minut din timpul angaja\u021bilor \u0219i adun\u0103 date despre c\u00e2teva situa\u021bii de interes specifice. Cu astfel de sondaje, rapide \u0219i foarte u\u0219or de completat, liderii ar putea primi feedback-ul angaja\u021bilor \u00een fiecare zi, dac\u0103 ar dori asta.\u00a0<\/p>\n\n\n\n

\"\"<\/a><\/figure>\n\n\n\n

<\/p>\n\n\n\n

Dar a putea ob\u021bine feedback zilnic, nu \u00eenseamn\u0103 c\u0103 este \u0219i necesar. De ce? Mul\u021bi angajatori cunosc, deja, o alt\u0103 situa\u021bie generat\u0103 de completarea sondajelor, oboseala dat\u0103 de sondaje. Mai exact, rata de participare la sondaj scade, cu c\u00e2t sondajele sunt mai frecvente, astfel mai pu\u021bine persoane \u00ee\u0219i exprim\u0103 p\u0103rerile, iar datele ajung s\u0103 fie neconcludente.<\/p>\n\n\n\n

A\u0219adar, auzim des \u00eentrebarea: \u201cC\u00e2t de des ar trebui s\u0103 le ceri feedback angaja\u021bilor? Care este momentul potrivit?\u201d R\u0103spunsul , a\u0219a cum, probabil, ghicici, depinde de mai mul\u021bi factori. <\/em><\/strong><\/p>\n\n\n\n

Dar de ce depinde mai exact? Iat\u0103 trei lucruri de care trebuie s\u0103 \u021bii cont:<\/em><\/strong><\/p>\n\n\n\n

Evenimentele importante ale companiei<\/strong><\/h3>\n\n\n\n

Sondajele de puls, scurte, sunt deosebit de utile atunci cand sunt \u00een str\u00e2ns\u0103 leg\u0103tur\u0103 cu evenimentele mari sau cu modific\u0103rile din cadrul companiei.<\/p>\n\n\n\n

Poate a existat o fiziune recent\u0103 care a afectat drastic brand-ul companiei? Poate c\u0103 un nou\u00a0lider a intervenit \u0219i a anun\u021bat schimb\u0103ri drastice \u00een modul \u00een care vor fi alocate resursele \u00een \u00eentreaga companie.<\/p>\n\n\n\n

Oricare ar fi evenimentul, dac\u0103 este o schimbare major\u0103 \u00een cadrul organiza\u021biei, sunt \u0219anse ca angaja\u021bii s\u0103 aib\u0103 opinii despre aceasta.\u00a0 Dac\u0103 ob\u021bine\u021bi mai devreme viziunea de ansamblu despre modul \u00een care angaja\u021bii v\u0103d aceste schimb\u0103ri, \u00eenainte ca lucrurile s\u0103 ias\u0103 de sub control, ve\u021bi putea s\u0103 \u00eentorace\u021bi mi\u0219carea \u00een favoarea companiei \u0219i s\u0103 gestiona\u021bi schimbarea \u00een mod eficient. Odat\u0103 ce folosi\u021bi sondajul de puls \u00een leg\u0103tur\u0103 cu evenimentele corporative majore, ve\u021bi atrage aten\u021bia angaja\u021bilor recunosc\u00e2nd indirect c\u0103 schimb\u0103rile \u00eei pot afecta, \u00eens\u0103 le ar\u0103ta\u021bi \u0219i c\u0103 v\u0103 pas\u0103 suficient de mult, pentru a \u021bine cont de opiniile lor.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Capacitatea de ac\u021biune<\/strong><\/h3>\n\n\n\n

Totu\u0219i, doar a lua la cuno\u0219tin\u021b\u0103 care sunt opiniile angaja\u021bilor, nu este suficient! \u00cenainte de a petrece mult timp dezvolt\u00e2nd, integr\u00e2nd sondajele privind pulsul angaja\u021bilor, trebuie s\u0103 evalua\u021bi corect capacitatea organiza\u021biei de a ac\u021biona \u021bin\u00e2nd cont de nemul\u021bumirile angaja\u021bilor \u0219i s\u0103 lua\u021bi \u00een considerarea c\u0103 sondajul reprezint\u0103 o oportunitate prin care sunte\u021bi l\u0103muri\u021bi de cum stau lucrurile \u00een companie. <\/p>\n\n\n\n

Oboseala dat\u0103 de completarea sondajelor nu este cauzat\u0103 doar de faptul c\u0103 \u00eentreb\u0103rile din sondaje sunt formulate greoi, pentru c\u0103 o \u00eentrebare sau dou\u0103 nu ar trebui s\u0103 constitutie o sarcin\u0103 grea. \u00cens\u0103 oboseala aceasta este generat\u0103 de nemul\u021bumirile pe care le au angaja\u021bii. Ace\u0219tia ajung s\u0103 \u00ee\u0219i pun\u0103 \u00eentreb\u0103ri de genul: \u201dCe rost are acest sondaj? Voi petrece cinci minute din timpul meu \u00eencerc\u00e2nd s\u0103 m\u0103 fac auzit \u2013 \u00eenc\u0103 o dat\u0103 \u2013 iar \u0219efii nici m\u0103car nu vor analiza ce trebuie s\u0103 fac\u0103?\u201d.<\/p>\n\n\n\n

Trebuie s\u0103 re\u021bine\u021bi c\u0103, pentru a nu genera oboseal\u0103 \u00een r\u00e2ndul angaja\u021bilor din cauza complet\u0103rii sondajelor, cel mai bine este s\u0103 decide\u021bi c\u0103 organiza\u021bia va cerceta punctul de vedere al angaja\u021bilor, doar dac\u0103 ave\u021bi mijloacele necesare pentru a lua m\u0103suri \u021bin\u00e2nd cont de feedback-ul lor. Nu uita\u021bi, s\u0103 le explica\u021bi modul \u00een care datele generate de sondaj vor contribui la procesul decizional!<\/p>\n\n\n\n

Rareori o m\u0103sur\u0103 se potrive\u0219te tuturor<\/strong><\/h3>\n\n\n\n

\u00cen loc s\u0103 se concentreze pe c\u00e2t de dese sunt sondajele, liderii ar trebui s\u0103 ia \u00een considerare diversitatea. Cel mai probabil, folosirea unui singur tip de sondaj, nu v\u0103 va oferi cunostin\u021bele de care ave\u021bi nevoie, pentru a \u00eembun\u0103t\u0103\u021bii implicarea angaja\u021bilor. Un sondaj obi\u0219nuit prin care se \u00eencearc\u0103 s\u0103 se afle experin\u021ba angaja\u021bilor \u00een fiecare an sau o dat\u0103 la doi ani, \u00een combina\u021bie cu sondaje de puls mai scurte de-a lungul anului (concepute pentru a ob\u021bine feedback despre schimb\u0103rile organiza\u021bionale majore, pentru a monitoriza c\u00e2t de bine func\u021bioneaz\u0103 o investi\u021bie sau pentru a rezolva o problema comun\u0103 a angaja\u021bilor) este probabil cel mai bun pariu pentru a p\u0103stra \u0219i a implica \u00een mersul companiei cei mai dedica\u021bi angaja\u021bi.\u00a0<\/p>\n\n\n\n

\u00cen concluzie<\/h3>\n\n\n\n

\u201cC\u00e2t de des ar trebui s\u0103 le cerem feedback angaja\u021bilor?\u201d este, \u00een realitate, o \u00eentrebare gre\u0219it\u0103. \u00cen schimb, ar trebui s\u0103 urm\u0103ri\u021bi cu aten\u021bie schim\u0103rile majore din cadrul organiza\u021biei \u0219i s\u0103 evalua\u021bi \u00een ce m\u0103sur\u0103 dispune\u021bi de resursele necesare pentru a implementa o schimbare pe baza feedback-ului angaja\u021bilor.<\/p>\n\n\n\n

\"\"<\/a><\/figure>\n","protected":false},"excerpt":{"rendered":"

C\u00e2nd au \u00eenceput firmele s\u0103 str\u00e2ng\u0103 date despre experien\u021ba angaja\u021bilor la locul de munc\u0103, a ap\u0103rut o regul\u0103: Departamentul de Resurse Umane trebuia s\u0103 creeze sondaje sau studii de lung\u0103 durat\u0103, s\u0103 le trimit\u0103 tuturor angaja\u021bilor, s\u0103 analizeze r\u0103spunsurile \u0219i s\u0103 transmit\u0103 rezultatele managerilor. \u00cens\u0103,\u00a0acest ciclu \u021binea p\u00e2n\u0103 anul urm\u0103tor, atunci alt proces \u00eencepea s\u0103 […]<\/p>\n","protected":false},"author":1,"featured_media":102,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":"","_jetpack_memberships_contains_paid_content":false},"categories":[3],"tags":[],"yoast_head":"\nC\u00e2t de des ar trebui s\u0103 ceri feedback angaja\u021bilor?<\/title>\n<meta name=\"description\" content=\"\u201cC\u00e2t de des ar trebui s\u0103 le cerem feedback angaja\u021bilor?\u201d este, \u00een 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