rtise are customized market surveys, employee opinion surveys, exit interview systems, base pay compensation programs and computer-based solutions to HR issues. She has nine years of experience garnered at the Hay Group, Parsons Brinckerhoff, Eagle Electric Manufacturing Company, Pace University, and Harcourt General.

Jennifer is a member of the Society for Human Resource Management (SHRM), SHRM’s Consultants Forum, WorldatWork, and the American Society of Healthcare Human Resource Administration (ASHHRA). She is also a member New York HR associations HR/NY and the New York Compensation Association.

Jennifer holds the position of Public Relations Chair for HR/NY and is a member of the Career Planning and Professional Development Committee.

Jennifer is a sought-after speaker on topics regarding employee retention strategies, labor market trends, and human resource automation. She has

Using Employee Opinions Effectively When Designing HR Programs

Employee opinion is one of the most powerful resources available to human resource professionals. But what are the best methods for harnessing those opinions?

Conversation - Welcoming feedback via informal conversation is the first step towards utilizing the viewpoints of employees.

Focus Groups - Focus groups take conversation to the next level by brainstorming on particular issues. A focus group gives HR insight into the thoughts, feelings and motivations behind an opinion. An optimal focus group consists of 10 - 20 employees.

SWOT analysis - While focus groups have more free-flowing discussion, SWOT Analysis focus the group on very specific issues. First, the Strengths of the organization are explored. Second, the Weaknesses of the organization are discussed. Third, Opportunities for improvement are brainstormed. Finally, Threats to improvement are considered.

Opinion Surveys - Surveys are an efficient means of extracting information, and for large or geographically dispersed organizations they may be the only option. Here are some things to consider when planning a survey:

Type - Web-based surveys may work for technologically savvy corporations, but others may prefer telephone, or tried-and-true pen-and-paper surveys.

Length - Somewhere between 30-60 questions is the ideal length of a survey. Any longer and you risk driving response rates down due to respondent fatigue.

Language - Both the reading level and the native tongue of an organization's employee base are key to crafting effective questions.

“While a survey can be used as preventive medicine when asking questions about a wide variety of issues, it can also draw out responses on subjects known to generate dissatisfaction. If HR gets wind of rumors about a particular supervisor, or notices a high turnover rate in his or her area, a survey may be able to pinpoint what's amiss,” explained Jennifer C. Loftus, SPHR, CCP, CBP, GRP, National Director, Astron Solutions.

After an organization's first survey, it will be difficult to draw definitive conclusions beyond extreme positives and areas for enhancement. In further years, trend analysis will be possible as opinions change or persist on key issues. After the first survey, focus on extremes. Where did the organization receive its lowest marks? Seek out those areas to follow up on promptly and visibly. This will build faith in the survey process for future years.

Whatever form a survey takes, it is destined to fail unless employees have faith in its confidentiality. It is strongly recommended that a third party conduct the survey, as employees are often suspicious that opinion surveys are tools of an organization's “Thought Police.” Honest feedback can't be elicited if employees feel their opinions can be traced to them.

”Follow-through is vital. A complaint we often see in the comments section of opinion surveys is, ‘I don't think this makes any difference. We do this survey every year and nothing ever happens.’ If you don't want to know about a certain issue, or aren't in a position to effect change once you do, don't ask. Focus on what matters and can be acted upon,” added Loftus.

After a survey, a broad overview of findings and the next steps management will take should be shared with employees. This assures employees that their voices have been heard, and that their supervisors are serious about making the necessary changes.

Jennifer C. Loftus, SPHR, CCP, CBP, GRP is a National Director for Astron Solutions. Her primary areas of expertise are customized market surveys, employee opinion surveys, exit interview systems, base pay compensation programs and computer-based solutions to HR issues. She has nine years of experience garnered at the Hay Group, Parsons Brinckerhoff, Eagle Electric Manufacturing Company, Pace University, and Harcourt General.

Jennifer is a member of the Society for Human Resource Management (SHRM), SHRM’s Consultants Forum, WorldatWork, and the American Society of Healthcare Human Resource Administration (ASHHRA). She is also a member New York HR associations HR/NY and the New York Compensation Association.

Jennifer holds the position of Public Relations Chair for HR/NY and is a member of the Career Planning and Professional Development Committee.

Jennifer is a sought-after speaker on topics regarding employee retention strategies, labor market trends, and human resource automation. She has

rmed. Finally, Threats to improvement are considered.

Opinion Surveys - Surveys are an efficient means of extracting information, and for large or geographically dispersed organizations they may be the only option. Here are some things to consider when planning a survey:

Type - Web-based surveys may work for technologically savvy corporations, but others may prefer telephone, or tried-and-true pen-and-paper surveys.

Length - Somewhere between 30-60 questions is the ideal length of a survey. Any longer and you risk driving response rates down due to respondent fatigue.

Language - Both the reading level and the native tongue of an organization's employee base are key to crafting effective questions.

“While a survey can be used as preventive medicine when asking questions about a wide variety of issues, it can also draw out responses on subjects known to generate dissatisfaction. If HR gets wind of rumors about a particular supervisor, or notices a high turnover rate in his or her area, a survey may be able to pinpoint what's amiss,” explained Jennifer C. Loftus, SPHR, CCP, CBP, GRP, National Director, Astron Solutions.

After an organization's first survey, it will be difficult to draw definitive conclusions beyond extreme positives and areas for enhancement. In further years, trend analysis will be possible as opinions change or persist on key issues. After the first survey, focus on extremes. Where did the organization receive its lowest marks? Seek out those areas to follow up on promptly and visibly. This will build faith in the survey process for future years.

Whatever form a survey takes, it is destined to fail unless employees have faith in its confidentiality. It is strongly recommended that a third party conduct the survey, as employees are often suspicious that opinion surveys are tools of an organization's “Thought Police.” Honest feedback can't be elicited if employees feel their opinions can be traced to them.

”Follow-through is vital. A complaint we often see in the comments section of opinion surveys is, ‘I don't think this makes any difference. We do this survey every year and nothing ever happens.’ If you don't want to know about a certain issue, or aren't in a position to effect change once you do, don't ask. Focus on what matters and can be acted upon,” added Loftus.

After a survey, a broad overview of findings and the next steps management will take should be shared with employees. This assures employees that their voices have been heard, and that their supervisors are serious about making the necessary changes.

Jennifer C. Loftus, SPHR, CCP, CBP, GRP is a National Director for Astron Solutions. Her primary areas of expertise are customized market surveys, employee opinion surveys, exit interview systems, base pay compensation programs and computer-based solutions to HR issues. She has nine years of experience garnered at the Hay Group, Parsons Brinckerhoff, Eagle Electric Manufacturing Company, Pace University, and Harcourt General.

Jennifer is a member of the Society for Human Resource Management (SHRM), SHRM’s Consultants Forum, WorldatWork, and the American Society of Healthcare Human Resource Administration (ASHHRA). She is also a member New York HR associations HR/NY and the New York Compensation Association.

Jennifer holds the position of Public Relations Chair for HR/NY and is a member of the Career Planning and Professional Development Committee.

Jennifer is a sought-after speaker on topics regarding employee retention strategies, labor market trends, and human resource automation. She has

tion. If HR gets wind of rumors about a particular supervisor, or notices a high turnover rate in his or her area, a survey may be able to pinpoint what's amiss,” explained Jennifer C. Loftus, SPHR, CCP, CBP, GRP, National Director, Astron Solutions.

After an organization's first survey, it will be difficult to draw definitive conclusions beyond extreme positives and areas for enhancement. In further years, trend analysis will be possible as opinions change or persist on key issues. After the first survey, focus on extremes. Where did the organization receive its lowest marks? Seek out those areas to follow up on promptly and visibly. This will build faith in the survey process for future years.

Whatever form a survey takes, it is destined to fail unless employees have faith in its confidentiality. It is strongly recommended that a third party conduct the survey, as employees are often suspicious that opinion surveys are tools of an organization's “Thought Police.” Honest feedback can't be elicited if employees feel their opinions can be traced to them.

”Follow-through is vital. A complaint we often see in the comments section of opinion surveys is, ‘I don't think this makes any difference. We do this survey every year and nothing ever happens.’ If you don't want to know about a certain issue, or aren't in a position to effect change once you do, don't ask. Focus on what matters and can be acted upon,” added Loftus.

After a survey, a broad overview of findings and the next steps management will take should be shared with employees. This assures employees that their voices have been heard, and that their supervisors are serious about making the necessary changes.

Jennifer C. Loftus, SPHR, CCP, CBP, GRP is a National Director for Astron Solutions. Her primary areas of expertise are customized market surveys, employee opinion surveys, exit interview systems, base pay compensation programs and computer-based solutions to HR issues. She has nine years of experience garnered at the Hay Group, Parsons Brinckerhoff, Eagle Electric Manufacturing Company, Pace University, and Harcourt General.

Jennifer is a member of the Society for Human Resource Management (SHRM), SHRM’s Consultants Forum, WorldatWork, and the American Society of Healthcare Human Resource Administration (ASHHRA). She is also a member New York HR associations HR/NY and the New York Compensation Association.

Jennifer holds the position of Public Relations Chair for HR/NY and is a member of the Career Planning and Professional Development Committee.

Jennifer is a sought-after speaker on topics regarding employee retention strategies, labor market trends, and human resource automation. She has

cious that opinion surveys are tools of an organization's “Thought Police.” Honest feedback can't be elicited if employees feel their opinions can be traced to them.

”Follow-through is vital. A complaint we often see in the comments section of opinion surveys is, ‘I don't think this makes any difference. We do this survey every year and nothing ever happens.’ If you don't want to know about a certain issue, or aren't in a position to effect change once you do, don't ask. Focus on what matters and can be acted upon,” added Loftus.

After a survey, a broad overview of findings and the next steps management will take should be shared with employees. This assures employees that their voices have been heard, and that their supervisors are serious about making the necessary changes.

Jennifer C. Loftus, SPHR, CCP, CBP, GRP is a National Director for Astron Solutions. Her primary areas of expertise are customized market surveys, employee opinion surveys, exit interview systems, base pay compensation programs and computer-based solutions to HR issues. She has nine years of experience garnered at the Hay Group, Parsons Brinckerhoff, Eagle Electric Manufacturing Company, Pace University, and Harcourt General.

Jennifer is a member of the Society for Human Resource Management (SHRM), SHRM’s Consultants Forum, WorldatWork, and the American Society of Healthcare Human Resource Administration (ASHHRA). She is also a member New York HR associations HR/NY and the New York Compensation Association.

Jennifer holds the position of Public Relations Chair for HR/NY and is a member of the Career Planning and Professional Development Committee.

Jennifer is a sought-after speaker on topics regarding employee retention strategies, labor market trends, and human resource automation. She has

rtise are customized market surveys, employee opinion surveys, exit interview systems, base pay compensation programs and computer-based solutions to HR issues. She has nine years of experience garnered at the Hay Group, Parsons Brinckerhoff, Eagle Electric Manufacturing Company, Pace University, and Harcourt General.

Jennifer is a member of the Society for Human Resource Management (SHRM), SHRM’s Consultants Forum, WorldatWork, and the American Society of Healthcare Human Resource Administration (ASHHRA). She is also a member New York HR associations HR/NY and the New York Compensation Association.

Jennifer holds the position of Public Relations Chair for HR/NY and is a member of the Career Planning and Professional Development Committee.

Jennifer is a sought-after speaker on topics regarding employee retention strategies, labor market trends, and human resource automation. She has appeared on Cold Pizza, ESPN2's morning show, and WNET, New York City's PBS affiliate, on The Employment Channel. She has presented to national conferences of SHRM’s Employment Management Association (EMA) and ASHHRA, as well as numerous local HR conferences. Jennifer has been published in The American Economist and Workspan, and quoted in the New York Daily News and Time Out New York. She is also a volunteer article reviewer for WorldatWork.

Jennifer has an MBA in Human Resource Management from Pace University and a BS in Accounting from Rutgers University. She is an Adjunct Professor in Human Resources at Pace University. Reach Jennifer directly at 800-520-3889 or jcloftus@astronsolutions.com.

Have a question about employee opinion surveys? Astron Solutions www.astronsolutions.com is a consulting firm dedicated to the delivery of HR consulting services and supportive technology.