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How rapidly our worlds are changing.
Just a few years ago, we were discussing the phenomenon of the Great Resignation, as dissatisfied workers left their jobs in droves, often in pursuit of better opportunities. People sought to overhaul their lives, seeking higher pay, happier workplaces, opportunities for growth, and more positive relationships with their bosses.
More recently, I've encountered the term the Great Betrayal, describing a sentiment that the goodwill demonstrated by employers during the pandemic – such as emphasis on wellness, remote work, and flexibility – has been replaced by layoffs, a return to office-based work, and increased pressures that undermine mental health initiatives.
While I'm not particularly fond of these sweeping terms as accurate reflections of our collective workplace experiences, they do highlight significant events or trends extending beyond mere employment. For instance, the Great Resignation occurred amid the pandemic, a time of grief, risk, and rapid adaptation to a transformed world. These circumstances prompted many of us to reevaluate our core values and goals.
Leaders must continuously assess these contextual shifts, their ramifications, and the necessary adaptations for workplaces to remain responsive and effective.
The annual engagement survey has become a popular instrument for gauging the year-on-year impacts of these trends. However, these surveys possess limitations. They can measure how people feel but often fall short in revealing the underlying reasons, especially in the nuanced realm of workplace culture.
Leaders I've engaged with express concern and eagerness to foster environments where employees feel valued. Not only do they desire contentment within their organizations intrinsically, but they also acknowledge that engaged workplaces yield superior results. Therefore, while employee survey results offer valuable insights into organizational pulse, response gaps introduce the risk of developing assumptions to explain outcomes. Guessing or assuming underlying causes of employee satisfaction survey results squanders an opportunity to explore and address existing challenges.
At D-sides, we've developed tools for conducting comprehensive analyses, leveraging existing workplace data, including annual survey responses. We facilitate one-on-one or group dialogues, assess return on investment (ROI) for engagement initiatives, and scrutinize current and historical policies and activities to identify obstacles and devise solutions for fostering stronger workplaces.
We specialize in leading consultations to elicit candid responses, valuable for propelling organizations forward. Despite an organization's openness and friendliness, individuals often find it easier to express concerns to a third party outside the organization rather than someone they encounter daily who may influence their career trajectory.
By delving into annual satisfaction survey responses with us at D-sides, organizations gain the opportunity for an objective, "fresh eyes" perspective to challenge assumptions, evaluate the current state, and determine actionable next steps. Let us work with you to identify opportunities and build solutions for a better workplace.