Just a few years ago, it was necessary to attract employees only to "throw the cry" in the media or on the Internet, and now the "competitive selection of employers" includes an increasing number of companies. Even now, despite the crisis, they need professionals who can "move" a business forward ...

Most people want to work well.
If they feel uncomfortable and work badly,
the problem usually lies in the structure of the organization.
Dr. Mitchell Rabkin, President of Beth Israel Hospital

Today, labor relations between the employee and the employer are largely becoming market. At the same time, the salary itself ceases to be the only motivating factor. The most important tools for attracting highly qualified employees are the qualities of the company itself: its spirit, brand, corporate culture, organizational structure, employee care programs. The image of the best employer is the "hook" that helps to attract and hold the best workers without giving competitors a single chance! And taking into account the current crisis situation in the country and the world in organizations with a strong and effective corporate culture, the chances will be raised at times.

The overall level of satisfaction with the company and the motivation of employees to a large extent depends on how effectively the communication is built in it. I firmly convinced: the overwhelming majority of problems in labor collectives arise due to ineffective communication - while the company loses up to 60% of the potential of its "hidden talents"! Eichards should not only talk to people themselves, but also help leadership to develop reliable, full, permanent communication channels with their employees!

At the heart of the modern business - a standard management vertical: we are all accustomed that the performer has a boss who, in turn, also has its own boss, and one more is another - the most important chief. Each unit considers himself indispensable and seeks to preserve autonomy, which is facilitated by the organization of internal processes, often encouraging the withdrawal. Often, ordinary employees interact only with colleagues from their department and do not know what other units do. The lack of effective communication and interaction leads to disunity.

The average employee gets used to living in the "case": he indifferently performs daily responsibilities and is looking forward to the weekend or vacation to "seek to forget about work." Its effectiveness, as a rule, does not exceed 50%. I had to deal with companies, where the staff was completely indifferent to the point, no one seeks responsibility to work. For business, in general, it creates serious problems: unfavorable image of the employer, inflated states, the low efficiency of employees, a prolonged decision-making process, a high level of conflict and stress, the epidemic of the universal "bad mood", etc., etc. This situation follows As quickly as possible to change. Well, if the helm of the company will stand a talented leader, otherwise establish effective communication and improving the overall motivation field will have to be Eicraram.

Components of the corporate culture of the enterprise

The transformation of corporate culture is a difficult task, it can not be artificially "to form" at his own request. The process of "cultural shifts" proceeds slowly, with delays and returns. Eichar understands what is happening in the team, and can respond in a timely manner to emerging problems if the parameters of the corporate climate systematically "freezes". Of course, for the most part, people oppose them to "measured", "checked", "analyzed" and "set up" (especially if this happens for the first time). Therefore, however, as in any other HR-project), debugging communication programs should be carried out methodically and efficiently - or not at all!

A unique human personality can only be "classified" or suspended under a certain "category". How to analyze and evaluate what it is impossible to "see the naked eye" or "firm" - involvement, loyalty, motivation, etc.? After all, for success in carrying out intracorporate survey or survey, the loyalty of employees is also important - if people do not want to "be counted", Eichar can hardly hope for the success of its diagnostic research and implementation of motivational programs.

To develop activities aimed at increasing the low level of loyalty and involvement of employees, first of all, their motivation should be estimated: that they are satisfied that - no; what they are afraid of what - rejoice; What inspires them, and what - reduces performance? The best way is to ask them directly. We do this with the help of the "Employee Opinions" (OMS), for which they have developed a special questionnaire (approximate list of issues Look in Appendix).

Every time you should clearly and specifically formulate the objectives of the corporate study: "What do we want to know?" And "What do we want to ask employees?" For example, when carrying out OMS, we set such goals in front of them:

convince the staff in that everyone can express their opinion, the point of view of the performers is interesting to management;

make that the exchange of information between performers and leadership becomes an effective way to interact;

remove communicative barriers, promote team cohesion;

improve corporate culture;

increase the loyalty of employees to the company;

increase the performance of each employee.

If the OMS is held for the first time, it is useful to assess the overall picture of satisfaction, to diagnose the main aspects of corporate culture. In the future, it is possible to more deeply analyze the motivation and the level of involvement of employees of various departments, the ratio of expectations and satisfaction of employees, the degree of their personal productivity.

The first studies are better to conduct anonymously; This will reduce the anxiety of employees, they can sincerely talk about what they really bothers.

From my point of view, diagnostic tools - questionnaires and questionnaires - it is advisable to develop independently so that all questions are aimed at assessing those aspects that are important here "here and now." Of course, the creation of a professional toolkit is a difficult task, it is on the shoulder only experienced personnel managers.

Any survey is not just a collection of opinions, but also, first of all, the dialogue between the Company's administration (on behalf of which Eichar develops and implements certain programs and employees. Therefore, it is necessary to listen to any opinions: objective and subjective, ironic and positive, constructive, and even cheeky ... But to all statements in the address of the company should be critically, given the specifics of the situation in each individual division and the company as a whole, the management style of a particular leader, Psychological features of a particular person. For all differences in the level of qualifications or communication skills, people are usually much more willingly voiced by critical comments. This must be considered.

Interpret the results of the survey should be a professional who not only understands the intricacies of psychology, but also knows the corporate spirit well. At the same time, it is primarily important to assess the satisfaction of the staff and the degree of comfort of work in the company, disclose "narrow" places in communicative schemes. Then you can make a deeper analysis - taking into account categories of posts, regional affiliation and age of respondents.

Let's imagine the situation: the survey was carried out, the results are analyzed, but the logical continuation of the process is a clear and effective action plan for the implementation of changes - no. Or: the results were obtained, but - not voiced ... The effect of the event in this case will be extremely negative, perhaps even the opposite expected. Therefore, to reveal the problem areas with the help of a survey, we are developing a plan of activities in which we definitely indicate responsible persons, the necessary resources and the deadlines.

Success in such a complex business, as the formation of an effective corporate culture, can be achieved, provided that the company regularly holds OMS, according to the results of research, employees receive qualitative feedback, and the management does not just initiate changes in issues important for the team, but also seeks positive results .

Happy team, in which acts are initially correctly arranged, where mutual understanding, team and involvement in the work are important, where leadership and efficiency is encouraged. But such, for some reason, much less ... more often there are ordinary, "standard", based on the individualistic behavior model, where everyone is predominantly "for itself" ...

There are no good or bad corporate cultures: any of the existing forms and models corresponds to the objectives of the organization, since it is created by the people themselves. In the process of developing an enterprise, the business goal naturally change, and serious organizational changes lead to the restructuring of the team, the revision of corporate values \u200b\u200band the basic principles of activity. To make the process of changes in corporate culture managed, Eichara (with the support of the highest leadership) should send it to the right direction. At the same time, it is important, on the one hand, not "clamp" the staff in the vice of the "new, best rules", and on the other - not to let the process on samonek.

Effective Corporate Communication Rules Exceed customer expectations: each contact is an opportunity to demonstrate our concern about them. Live on the "Golden Rule": Treat other politely and with respect. Be the leader: each can lead, for example, driven by itself. Participate in general: everyone answers the success of the company. Strive for perfection. Work in the team: Teamwork stimulates innovation and creativity. Share knowledge. Be easier: customers should be easy to do business with us, and we have to work with each other. Listen and communicate: our customers and colleagues deserve the best. Rejoice in life! If it does not work, find the cause of discontent and eliminate it! If the team takes into service with these rules, the phrase "Thank God, today Monday!" - It will be the usual in this company.

application QUESTIONNAIRE Please share a few minutes to fill the questionnaire (you can not specify your surname). Note how much you agree with the following statements. Your feedback is very important to us. Please return the filled questionnaire to your coordinator at work. No. p / p Approval Evaluation Do not quite agree I do not know Partially agree I completely agree I. Expectations My daily responsibilities meet my expectations I am proud to work in my company II. Productivity Installed processes help me effectively perform work. Decisions are accepted operational III. Interaction Departments cooperate with each other effectively Exchange of experience occurs IV. Safety I provided safe working conditions V. Potential The risk is encouraged Creative initiative is rewarded Vi. Communications I get it necessary for the work of information I can freely express my opinion VII. Justice Responsibilities between employees of the Company and / or Division are distributed fairly VIII. Ethical My colleagues adhere to ethical behaviors My boss is a sample of ethical behavior IX. How long do you plan to continue your career in the company? less than 1 year 1-2 years 2-5 years old over 5 years i do not know of course not probably no possibly maybe yes of course yes Xi. Please email your comments and wishes. XII. How long have you worked in the company? less than 1 year 1-2 years 2-5 years 5-10 years 10 or more XIII. Specify your age over 21 years from 21 to 34 years from 35 to 44 years 55 and older XIV. Specify your floor male female XV Specify, in which department you work Comment on your rating Thank you for participating in the survey and for the proposed ideas!

The article is provided to our portal.
edited by the magazine

1. A questionnaire personnel survey in order to identify the reasons for reducing personnel satisfaction with their work.

2. Expert survey in order to identify the most important demotivators - factors to the greatest extent that reduce the readiness of workers to work with high self-dedication in the interests of the company.

To develop and implement an effective motivation system, you need to implement three stages: to diagnose the company's motivational environment, to develop a segmented motivation system, in which the material and moral means of motivation can be comprehensively monitored and corrected the motivational system.

First stage: diagnostics of the system of stimulating conditions. At this stage, implement the following activities:

Develop methods of objective and unambiguous measurement of the results of employees;

Make official information on the desired staff available for employees (how to work and what results to have);

To assess the degree of achievement of the desired results;

Ensure the presence of common motivation conditions: a reasonable assessment system, clear criteria for measuring the results, simplicity and understandability of the results of the results of the results.

To ensure the connection of the result and remuneration of all employees, respectively, the results of their work, making emphasis on the quality, stimulation of capable and talented workers.

The second stage of the development of the motivation system is the stage of constructing a segmented motivating system and the accounting of the psychological characteristics of employees. At the second stage, it is necessary to conduct a personal survey of workers in order to allocate certain groups and develop a segmented motivation system.

1. Formerly run by a 10-point system factors that, in your opinion, can increase your productivity:

Good chances of promotion in service;

Fixed salary;

Payment associated with labor results;

Recognition and approval of well-performed work on the part of the leadership;

Work that creates conditions for self-expression and makes it develop your abilities;

Complex and hard work;

Work that allows you to think independently;

High degree of responsibility;

Interesting work requiring a creative approach;

Communication with colleagues, partners and customers.

2. Examine on a 10-point system factors that, in your opinion, make work attractive:

Work without a large stress and stress;

Convenient location of the office;

In the workplace there is no noise and any contaminants;

Working with people who like me;

Good relationship with the immediate boss;

Sufficient information about what is at all happens in the company;

Stable work without a threat to dismissal;

Flexible working time (flexible schedule);

Additional benefits, write what:

Fair distribution of work volumes.

3. Select the conditions that you do not like in your work and appreciate them on a 10-point system:

The immediate supervisor does not apply to me;

My earnings are usually lower than that of other workers who perform the same work;

I often be charged to perform great tasks, to make outsiders and less prestigious work than other employees with similar duties;

I rarely perform the work corresponding to my qualifications;

I do not accept or not invite to participate in joint entertainment after work;

I was not encouraged and not allowed to participate in training programs and advanced staff training;

I did not have access to informal channels and additional sources of information you need to work;

I was not raised for a long time;

I have not raised the salary for a long time;

We (in a company or division) a bad psychological atmosphere.

4. Write what other working conditions for you are important:

At the second stage, to conduct psychological testing of workers within each group in order to take into account their expectations and implementation of an individual approach, respectively, psychotypes of individual workers. Given the dedicated groups of workers and data on their individual psychological characteristics, it is necessary to introduce the principle of complexity, i.e. Apply not only material, but also moral means of stimulating, which are based on:

Evaluation and recognition of personal merit of individual workers: a public assessment at meetings, improving the interior of the Cabinet of the capable head, articles in the internal corporate press on achievements, photographs or messages on special stands and a board of honor, honorary orders from top management, honorary signs and rewards.

Evaluation and recognition of the merit of the unit: informing the achievements of the division at meetings and in the internal corporate press, the organization of solemn lunches in honor of certain employees, the direction of employees to a specific conference (seminars, exhibitions, meetings), the direction of the group for training, the group's trip on the tour or tourist Travel, presentation of differences.

Personal recognition of the merit of employees from the leadership: an oral expression of gratitude, gifts, a conversation with the leader.

At the third stage of the development of the motivation system, monitor and correction. Questioning of employees to spend once every six months, to account for changes in motivating factors, in accordance with the information received on their terms to work in the company.

Studying personnel's satisfaction is designed to find opportunities to strengthen their motivation and increase their willingness to cooperate with the administration. The survey results should be brought to the attention of personnel, the information received should serve as the basis for actions designed to have a positive effect on the motivation of employees. A formal approach to survey personnel, the lack of timely information from workers about the results obtained and the unpretentiousness of the administration take any steps to solve the problems identified, are reduced to no, the entire work done.

The determination of the degree of personnel satisfaction with its work and work work is the most important indicator of the state of labor motivation of personnel. The key factors of the working medium are presented in Table 3.1.

Table 3.1 - Personal survey form for identifying reasons for reducing satisfaction with their work

Key work environment factors	Evaluation
Labour Organization	5 4 3 2 1
Labor content (work that you have to do)	5 4 3 2 1
Sanitary - hygienic working conditions	5 4 3 2 1
Wage	5 4 3 2 1
Prize system	5 4 3 2 1
Relationships in the collective	5 4 3 2 1
Relationship with leadership	5 4 3 2 1
Style and Manual Work Methods	5 4 3 2 1
Ability to influence the results of the team's work	5 4 3 2 1
Administration attitude to employee requests	5 4 3 2 1
Prospects for professional or official growth	5 4 3 2 1
Objectivity of your work on the leadership	5 4 3 2 1
Training and advanced training	5 4 3 2 1
The degree of one's awareness of the situation in the company and the prospects for its development	5 4 3 2 1
Degree of security to all necessary for work	5 4 3 2 1

It is necessary to start working on strengthening the motivation of workers with identifying factors negatively affecting the motivation of personnel (demotivators), and with subsequent planning of priority steps to neutralize them.

In order to better assess the state of affairs in the organization and clearly define the most important problems that adversely affect the motivation of staff, people need well-known situations. It is necessary to collect a group of experts, among which will be representatives of key categories of personnel, including executives of the governing staff. Experts are invited to answer the only question in writing: "Indicate the factors that, in your opinion, are the most reducing the mood of the company's employees to work with high return?" Alone, without consulting with other experts, they must indicate 3-5 such factors. The generalization of the responses received makes it possible to identify the most important demotivators, that is, the factors that most devoid affect the motivation of personnel.

The demotivators who are most often called employees, except for a low salary, a cup of all falls such factors as: bad working conditions and life, non-informality of personnel, the fuzziness of the goals set by the leadership, uncertainty in tomorrow, the low level of social sewn. The list of factors negatively affecting the motivation of staff may noticeably differ in groups of workers. The real improvement in staff motivation, it should be started with improving the status of cases on those directions that act as demotivators that reduce the mood of employees to high self-dedication in the work. This allows you to solve several tasks at once:

As an example, the Ministry of Labor and Social Development of the Russian Federation can be given. The main goal of the ministry is the implementation of a unified state policy in the field of labor, employment and social protection of the population. However, its eleven structural divisions will have its own specific goals. Enough as an argument to give the names of some units: Department of ...

An integral part of the transition program to market relations is the social orientation of all economic innovations. In the federal authorities, measures are being taken to develop a system of social protection of the population, designed to some extent to soften the inevitable negative consequences of the new economic course. Promotion to the market is impossible without creating a reliable system ...

Human Resources Plan; conducting marketing staff; Definition of personnel potential and the needs of the organization in personnel. The aim of the work was to study and improve the personnel management system in the administration of the Alkeev municipal district, in particular, in the Social Protection Department. Personnel Management Efficiency, the most complete implementation of the goals set ...

Which are potential labor replacements of workers. Some trade unions of transport workers have achieved a guarantee of the minimum crew. Such conditions do not allow employers to replace employee labor to any technical innovation. In some cases, the trade union and employer may come to such an agreement in which real wages increase in exchange for ...

Since recently, employers have become measured by customer satisfaction index, but also from their employees. I offer you a simple methodology for assessing personnel satisfaction, which can be used in the company with any type of activity.

1. to assess the stability of the staff (employees with a low loyalty, most likely, have already placed their resumes and look for another place of work);
2. develop the system of intangible personnel motivation;
3. improve working conditions;
4. identify weak and strengths of working conditions in the company (social benefits, working conditions, team, management);
5. analyze the satisfaction of the personnel of different professions, ages with the aim of forming a package of social guarantees for each employee group;
6. assistance in planning staff selection for the period;
7. help in personal rotation.

I want to immediately warn the personnelovikov that satisfaction analysis works only in those companies where you can get truthful feedback from employees, and not formal filling of the questionnaire.

That is, if in your company, employees do not indulge you confidence, then the data obtained can greatly differ from reality.

Under the loyalty of the personnel, we understand the readiness of the personnel to work on the existing rules and conditions that the company offers. Of course, loyal employees share the values \u200b\u200bof the company and are their translators. The loyal employee is motivated to work, to fulfill his duties in this company, that is, seeks to keep his workplace.

As a rule, the analysis of the loyalty of the staff is carried out 2 times a year (with periodicity of half a year). For the assessment of staff loyalty, I recommend choosing "low" seasons in business, in order not to evaluate the an additional annoying factor for your employees.

It is very important to remember that the assessment of staff loyalty is not an end in itself, but only a tool for "withdrawing" information that is necessary for further work.

This is how the weather is measured at a cold to decide on the appointment of the medication.

Employees should see that they spend their time, filling out your questionnates, not wasted - there is a real result that can be felt: the dining room is open, a trade union has been created, a corporate event, etc.

Do not forget to inform employees about the results and closest plans that will be implemented. Thus, you can create a feeling of involvement, significance. Employees will trust the employer and in the end will be more loyal.

The process of "Employee loyalty assessment" should be entered into the plan of the staff of the personnel department and formalized as a business process (a process card is formed, where all operations / stages of the recovery of staff loyalty are reflected).

I propose to get acquainted with our map

Staff loyalty assessment (OLD)

SOP number 102-13

Process owner - personnel department

Responsible for holding - personnel director

Periodicity - January; July of each year

This business process in your company can be complemented by informing employees about the results of the assessment, as well as the approved complex of measures to increase LP (staff loyalty) on corporate resources (newspaper, site, bulletin board, information distribution).

Pattern of information letter SOP - 99-13

Dear Colleagues!

Our company is interested in improving internal processes and improving the quality of employees' jobs.

Annually, the personnel department conducts an assessment of staff satisfaction,
And thanks to your sincere answers, we have already managed to implement:

No answer remainsless, but decisions are made on the basis of most votes.

We ask you to take part in the survey and leave the answers to the question on the corporate portal in the "My Company" section.

Detailed instructions on the procedure for working with the questionnaire
SOP 100-13.

Thank you for participating in the company's life!

Collection of information

For survey, I use the following questionnaire, which you will find below.

		SS	Full name respondents.						date of creation					Date added.			Full name respondents.
		4.3	Zenirova A.P.
Name SOP.
Professional Satisfaction with the Company
				The questionnaire allows you to assess the level of employee satisfaction with work in the company for criteria. The score of loyalty is carried out by the personnel department in the established dates. Questioning is carried out among all employees. An employee rents a completed questionnaire into the personnel department. The head of the personnel department conducts scores, prepares measures to increase the satisfaction index.
Instruction: Before you, a questionnaire satisfaction with work in the company. We ask you to carefully familiarize yourself with the proposed statements and put points opposite each approval under the following rules: 3 - yes / I agree, 2 - I do not know / find it difficult to answer, 1 - no
SS		Position									FULL NAME.									Work experience in the company
3.3		Sales Manager									Ivanov P.P.									0.5
№		Question																						Point
																								3	2	1
1		Perspectives companies																						Sum		2
1.1		I know what plans are facing the company for the current year																							2
1.2		Information about what is happening in the company is always provided on time																						3
1.3		I know what results the company achieved for the period																							2
1.4		I know about the long-term plans of the company
1.5		The prospects of the company and the ways to achieve them are understandable																							2
1.6		I believe that companies should pay attention to:
2		Direct Manager Management Style																						Sum		2,6
2.1		In relation to subordinates, always polite and benevolent																						3
2.2		The head discovers pressing questions and further plans with the department																							2
2.3		I put concrete, clear, measurable and achievable goals																						3
2.4		The manager provides support for the emergence of a championship																						3
2.5		I regularly receive feedback with the assessment of my activities from the head																							2
2.6		I believe that the manager should pay attention to:
3		Psychological climate																						Sum		2,2
3.1		In the company a favorable psychological climate																							2
3.2		My colleagues are always ready to come to the rescue.																						3
3.3		The company adopted respectful communication																						3
3.4		Head and colleagues recognize my merits and achievements																							2
3.5		Colleagues use only constructive criticism																								1
3.6		I believe that you should change the following:
4		Working conditions																						Sum		2,8
4.1		I have a beautiful workplace (Cabinet)																							2
4.2		My workplace is equipped with all the necessary equipment and comfortable furniture.																						3
4.3		At my workplace, comfortable temperature and no draft																						3
4.4		On my workplace enough lighting																						3
4.5		I have all the necessary stationery																						3
4.6		What do I miss for better work?
5		Social package																						Sum		1,8
5.1		I know all the offers that are included in the social package of the organization.																							2
5.2		Social package for all employees the same																						3
5.3		I believe that the social package is sufficient																							2
5.4		I know what the size of the social package depends																								1
5.5		Available social package can hold employees who want to quit																								1
5.6		My suggestions for social package:
6		Salary																						Sum		2,2
6.1		Wages paid exactly on time																						3
6.2		The company always accurately fulfills the obligations to pay wages																						3
6.3		Wage size consider sufficient																								1
6.4		Wage formation is understandable and completely transparent																							2
6.5		The amount of wages reflects the contribution of the employee in the effectiveness of the organization																							2
6.6		How to change wages?
7																								Sum		2,4
7.1		I consider my work interesting																						3
7.2		I consider my job diverse																							2
7.3		I consider my work creative																							2
7.4		I believe that my work contributes self-expression																							2
7.5		By doing work, I feel a sense of pride																						3
7.6		How to cost to change your job to bring more satisfaction?
8		The possibility of self-realization																						Sum		2,4
8.1		I can independently make decisions regarding work																						3
8.2		The company regularly provides opportunities for my professional development.																							2
8.3		The company provides opportunities for internships on other areas of work.																								1
8.4		I can take part in projects that optimize the activities of the whole company																						3
8.5		My suggestions will be heard by the leadership and are incarnated																						3
8.6		What will help me better reveal at work?
9		Career growth																						Sum		1,4
9.1		I know how career growth in the company																							2
9.2		I can climb the career staircase, only if I find a common language with the leader																								1
9.3		They talk to me about career growth at least 1 time in 6 months																								1
9.4		With my participation, a personal career growth plan has been prepared																								1
9.5		I know what you need to work to get another position																							2
9.6		For career growth, I miss:
***** CREATING COMFORTABLE CONDITIONS *****

As you see from the questionnaire, the following key points were allocated me:

• prospects of the enterprise;
• manual style;
• psychological climate;
• working conditions;
• social package;
• salary;
• the content of the work performed;
• the possibility of self-realization;
• career growth.

Questions in the questionnaire - as closed, where the respondent needs to estimate the level of conformity and open, allowing more complete information about this aspect.

Open questions will require additional, more labor-intensive analysis than figures, but can bring invaluable benefits, because there are "pantry" ideas for improvements.

I want to pay attention to the fact that questions inside the questionnaire can be changed depending on the needs and policies of the company.

Next step - Processing results

I do this in the following table you see below.

Results of work
		The result of the work is a form that allows you to automatically calculate points by parameters, form a graphical display by one employee, or any category (men, women, managers, etc.). Need for better visualization of work.
SS	Position		FULL NAME.	Work experience in the company
3.3	Sales Manager		Ivanov P.P.	0.5
No. p / p	Category				Plan	Fact
total amount					27	19,8
1	Perspectives of the company				3	2
2	Manual style				3	2,6
3	Psychological climate				3	2,2
4	Working conditions				3	2,8
5	Social package				3	1,8
6	Salary				3	2,2
7	Content of work performed				3	2,4
8	The possibility of self-realization				3	2,4
9	Career growth				3	1,4
Factor analysis
No. p / p	Group factors				Plan	Fact
1	Psychological factors				9	6,8
2	Material factors				9	6,8
3	Factors of self-realization				9	6,2

In my reports, I always try to use visualization tools (in this case, these are graphics), since it helps to see the situation easier and faster.

Graphs are formed automatically. You can make individual graphs, and it will be a separate topic to meet with an employee, or a schedule based on the results of the entire department / company, which will already make certain large-scale conclusions and take action.

Form a plan corrective measures

The set of events is also issued in a separate report, which is coming to coordinate the Director-General.

The main question that may occur - how to develop measures. The most difficult thing in this technique is to collect and process information. Measures to adjust the situation you will occur immediately as soon as you see small final amounts. Thus, in the example of the values \u200b\u200bin the first response block, it can be seen that the employee does not have ideas about the company's long-term plans.

In this case, we can offer the following measures:

• information mailing by mail;
• block "Company News" on the corporate website;
• placing information on the company's strategy in the newspaper;
• placement of information on the company's plans on information stands;
• mandatory inclusion of information on the company's plans for the future on the agenda of general meetings, meetings and other corporate events.

Please note that all events are aimed at providing information, and here all communication channels can be involved.

In addition to providing information, you can offer events and explanation (training): for example, for newcomers, it can be 4-8-hour information blocks / trainings, where the company's policy will be explained, plans facing the company, ways to implement them and the contribution of each to achieve these goals.

Informing about the results achieved

After you agree on the action plan with the Director-General and implement this plan, be sure to inform staff about the results achieved that have appeared new features. This step will attack the confidence of employees in the interest of the company and will increase loyalty.

Use quarterly / semi-annual and annual reports to report to employees about their activities and achieved results, call for employees to close cooperation and encourage them to express ideas to improve jobs, pay, social package, etc.

I wish good luck to apply the technique.

Personnel surveys are an effective tool with which you can identify problem areas and carry out the necessary changes. By improving the situation on key areas, the company can significantly improve the results of the business and the level of staff loyalty. In August, a third-party HAY Group organization (the company conducts programs to study the opinion of the personnel, developed taking into account the needs of a particular organization, help increase the level of attraction and holding personnel, improve the performance and loyalty indicators, improve the level of performance, effectively to manage changes) was a study of employee satisfaction Bank of various aspects of their labor life. For a survey option, see Appendix 4. We have selected issues that indicate the level of staff loyalty. The subject of the study was selected precisely satisfaction of the staff, because According to the theory of Meyer and Allen, staff satisfaction is a correlation loyalty, i.e. Communication double-sided: On the one hand, job satisfaction contributes to loyalty, and on the other - the presence of loyalty increases satisfaction. The following personnel satisfaction areas were reviewed:

Satisfaction of labor payment. This is one of the most important factors of the feeling of devotion. With the help of financial payments, the company reports an employee of its value and what prospects have. Interruptions in the payment of salary oppress workers. They feel that they enjoy and do not want to pay. In response to this, some employees can go to official crimes, theft, etc. Level of payment, to be minimally satisfactory, must comply with the requirement of the model of justice, which formulated the Stacy Adams. The theory of justice states that employees tend to evaluate management actions as fair if the equation is equal or close to equality.

Employee Contribution Contribution of other employees

Employee payment \u003d payment of other employees

It is important for the employee that its contribution is valid fairly. For the manifestation of devotion, the payment of labor should not be the largest of all possible, it must be fair. Company employees should know for sure. What their actions will lead to an increase in remuneration, which is to reduce.

Satisfaction with management. This is one of the most important factors in the appearance of loyalty. Devotion arises with respect for their leadership. Causes respect for the validity of estimates, the lack of pets, compliance with the rules by the head itself, the sequence in achieving the goal, clarity when setting tasks, the clarity of the criteria for labor assessment, the ability to grow constructively, the ability to express gratitude.

Satisfaction with working conditions. First of all, it is the ecology and ergonomics of the workplace. Recently, more and more people began to pay attention to working conditions, which, in one word, can be described as environmental. Now employees are interested in the level of radiation monitor, the quality of drinking water, etc.

Satisfaction in the intensity of work. For many people, the intensity of work is important. For some, it is very important that the work gives the feeling of life, movement, changes, for some that, on the contrary, the average and small intensity of work is more preferable.

Satisfaction with the content and result of work. For some employees, it is important that what they do is filled with meaning. It is important for them to understand the meaning of their work in achieving common goals for the entire company.

Career satisfaction and development and their identity. One of the most important factors for the formation of employee loyalty. For many employees, career growth prospects, advanced training, training are very important.

Surround satisfaction. A person, being a public, cannot but take into account his environment. It often affects the mood, workability, the desire to continue working or the desire to quit that the social factor is increasingly taken into account.

Now consider the structure of the sampling of respondents. In total, 987 respondents participated in the survey.

Table 2.2 age structure sampling

Table 2.3 Education sampling structure

Figure 2.5 Sampling Structure Alarm Work Bank

According to the theory, M.I. Maguri sources of loyalty formation are the individual features of workers and the main characteristics of the work and the working environment, therefore, it will be advisable to construct data analysis as follows:

analysis of the individual characteristics of workers, their motives for labor, values;

analysis of employee satisfaction with various aspects of the working environment and work;

The first question relating to the study of workers' motives for labor and their valuables is the question of the perception of a person's work at all. This question ("In your opinion, work is ...") The following answers were given:

q an important component of my life

q Forced need

q process that gives me pleasure

q Debt of a man before society

q method of self-realization

q Communication with colleagues

Table 2.4 Relationship to work

Thus, relating 2 first approval "... An important component of my life" and "... The process that gives me pleasure" to the affective constituent loyalty, we get that on average, 19.62% of employees initially have an affective loyalty. Relevant statements "Work is, first of all, communication with colleagues", "... a man's debt to society" to the regulatory constituent loyalty, we conclude that 20.64% of employees have a predisposition to regulatory loyalty. Considering the statements "Forced necessity" and "the possibility of self-realization", as components of continued loyalty, we conclude that 35.19% of employees are initially predisposed to continued loyalty.

Therefore, based on the analysis of the relationship of employees to work, it initially exists a tendency to continued loyalty, which implies a comparison of benefits and loss from leaving the organization.

The next question concerned directly the relationship of employees to their work. To the question "What attracts you in your work was offered the following answers:

q Communication with the team

q Whether hours

q Growth prospects

q Implementation of your ideas

The results of the survey are presented graphically (see Figure 2.6.).

Figure 2.6 Answers to the question "What attracts you in your work?"

Thus, despite the fact that initially the personnel has an installation for continued loyalty in the process of work in the bank is carried out more regulatory ("Communication with the team" - 68.46%). In this case, taking into account the analysis of the answers to previous questions, we conclude that most employees loyalty is not to the bank as such, but to the team of their colleagues.

For the fact that employees are oriented in employment, for this we turn to the staff of employees when taking to work (the question: "Examine the value of each of the listed factors when choosing a place of work on a 7-point scale. 7 points - maximum evaluation, 1-minimum").

Figure 2.7 Work selection factors

The graph shows the middle score given to each factor. It can be seen that for employees at this stage, labor is most important, bonuses (average score 6.4), therefore, at the moment they are generally not inclined to exercise loyalty to the bank and are ready to leave when they offer greater wages.

Also, for employees, the social package is important (average score 5.7). The bank is a responsible employer, creating decent working conditions and a full social package (a voluntary health insurance program is provided, including dental services, partially compensates for the cost of vouchers to children's health camps, the cost of subscriptions to sports halls). In an effort to increase the social security of its employees, the Bank carries out additional payments (for the birth of a child, in connection with the 50th anniversary, in emergency circumstances, in the event of a close relative, in connection with retirement).

The following parameter considered is "Promotion, career growth". Among the researchers of phenomenon loyalty, there is an opinion that an employee who has worked in the organization for many years and has reached the right position to the post - management is the most loyal. Accordingly, if employees want and see the possibilities of their promotion and career growth in the organization, they will be loyal. In our case, disappointment in the possibilities of your career growth is present, but insignificant. The results are presented graphically.

Figure 2.8 Expectations for expectations on the motive "Career growth"

Employees with work experience up to 3 months are very negative (below average for this group) assesses the possibilities of their career growth, but already the second group (with work experience more than 3 months to 1 year) sees more promising situation for itself. Such results are likely to be explained by poor informing of employees about the prospects for their career growth during reception and during the adaptation period.

It is more difficult for the situation with the most problematic third group (with work experience over 1 to 2 years). It is assumed that this group is already well aware of the possibilities of career growth and some of the representatives of this group are included in various types of reserves (in this commercial bank there is an operational and promising reserve, the reserve of the heads of internal structural units, the reserve for filling the vacancies of business divisions). Thus, it can be assumed that in this commercial bank there is insufficient work with the reserve and the reserve itself is partially formal. However, it should be noted that the last group (with experience of the work of over 2 years), although he experiences a slight disappointment about their career plans, but very clearly sees the prospects for career growth.

Now consider it appreciates the staff in the bank, i.e. What is a motive for the personnel to work in this bank. The following options were offered:

q reliability and stability

q Level of wages

q Growth prospects

q Professionalism of managers

q Collective Relationship

q Social benefits

q Modern technologies in work

q attitude to employees

The results of the survey are presented graphically:

Figure 2.9 Motives of work in the bank

Table 2.5 Motives of work in the bank

It turns out that the most common motif of work in the bank is its level of remuneration (35.5%), as well as reliability and stability (30.4%). The high percentage of "reliability and stability" can characterize the staff of employees as loyal. It should also be noted that such parameters as "attitudes towards employees" (12.6%) received not a high rating, which generally negatively characterizes the management system as a whole and the personnel management system in the bank in particular. Such a parameter as a "relationship in the collective" received a rather high rating - 21.6%, which indicates the loyalty of employees, especially in relation to their team.

Assessment of such a parameter as "modern technologies in the work" of only 8.1% of respondents indicated these parameter as their motive work in the bank. It turns out that we can conclude that the bank or does not adhere to new styles and does not respond in a timely manner for changes in the environment and social environment, or does it not enough adequately and acceptable for its employees. I would like to emphasize that the end of 2011 was associated with the introduction of new software, which resulted in additional labor costs. As well as the introduction of a gradation system, which affected the remuneration of the Bank's employees.

The next question detected the motives of staff to transition to another organization. It was proposed to choose from the list the following reasons for the possible transition to another organization:

q closer to the place of residence (more convenient to get)

q more convenient work schedule

q less physical and psychological load

q Comfortable working conditions

q Best technical equipment

q Good socio-psychological climate in the division

q Understanding with manual

q Professional and career growth prospects

q Prospects for training, advanced training

q higher wage

As a result, the following results were obtained (Fig. 2.10):

Figure 2.10 Motifs of transition to another organization

Here we are a modem to observe that 50.7% of employees are ready to change the place of work when they offer them a higher salary. Thus, we come to the conclusion that most of the employees are not loyal to the bank in general.

So, based on the analysis of individual features and motives of personnel to work, we came to the following conclusions:

Initially, most of the documents surveyed by the Bank has an installation on continued loyalty;

Employees are not very satisfied with the payment of labor in the bank and when they offer them a higher level of wages are ready to change the place of work;

Employees are not fully satisfied with the style and methods of the Bank's leadership;

Employees are most loyal to the bank, but the team of their colleagues.

Now let us turn to the analysis of the Bank's organizational environment, more precisely to the analysis of the perception of this environment by personnel (Fig. 2.11).

Figure 2.11 Satisfaction of employees with various aspects of labor life.

The questionnaires included the following aspects of employee satisfaction with their labor life:

Moral and Psychological Climate in the team

Distribution of rights and obligations in the team

The possibilities of manifestation of the initiative

Use your prof. Potential

Labour Organization

Labor and recreation

Mental load

Top of work

Organization of workplace

Physical exercise

Perspectives of career growth

Social security level

Developing your personality

Legal security

Level of labor payment

Nerve loads

These parameters are required to evaluate the 5-point scale (5 - does not fully satisfy, 1- fully satisfies,). As a result, the following answers were obtained (see Figure 2.12).

On the chart, we see that the most dissatisfaction is caused by the following factors: nerve loads (average score - 3.75), wage level (3.62), legal security (3.11). As a result of the research, it was revealed that the nerve loads are associated with an excessive workload, work with money and a high level of distrust on the part of the department (verification, new rules for working with the client, secret buyers). The level of wages and the distribution system of premiums also causes great discontent, there is no clarity of the process.

Analyzing the results can also be distinguished by other factors of increased displeasure staff. If 5 points equated to the "Complete Lack of Satisfaction" statement, it is logical to assume that all factors scored the average score of more than 2.5 are problematic and requiring attention from personnel service and managers. Such factors include: labor and recreation mode, mental loads, pace of work, organization of the workplace, physical exertion, career growth prospects, the level of social security. Thus, we can talk about insufficient attention to the needs of the staff and the abnormality and inefficiency of the personnel management system as a whole.

Now let us turn to the question of the assessment of the interconnection of the contribution of their personal labor and the amount of wages. For 50.7% of responded personnel, this relationship is not clear enough or does not exist at all. On average, this relationship was estimated by 3.4 points (1 - high degree of relationship, 5 - complete ability to interrelation) in this way, here we find another serious barrier on the way of forming staff loyalty lack of a clear and fair wage system.

The following question was associated with the vision by the staff of his career growth in this department of the Bank, in the Bank's system as a whole and other similar organizations. The most favorable from the point of view of loyalty to this bank would be a combination of answers "yes-no-no" and "yes-yes-no". Consider the results obtained. (See Table 2.6.)

Table 2.6 Vision by employees of career growth opportunities in a bank and similar to the profile of organizations

Thus, we see that the most common option is "no no-no", which indicates that a person does not see career opportunities for himself. This indicates the low level of self-confidence of its professional qualities, i.e. The man for a large account is forced to work in the bank. Moreover, this answer was given by completely different age groups. It should also be noted here that 80% of the answers selected this combination were trained within the Bank. From here we can conclude about not enough effective training of employees.

The second response frequency was the combination of "no-no-yes", i.e. Employees do not see career opportunities for themselves, but see it in other similar organizations. Thus, it is possible to work in the bank they are considered as temporary, and therefore they do not experience loyalty to the bank and may soon leave the bank in the near future.

Also, from the point of view of the organizational environment of the bank, the issue of awareness of employees about moral incentives. According to the results of the survey, it turns out that 68% of employees do not know anything about moral incentives in their organization. Although officially, according to the provision on the internal labor regulations for the conscientious performance of labor duties, improving labor productivity, improving the quality of work, continuous and impeccable labor activities and for other achievements, the following types of moral incentives are applied:

b announcement of gratitude;

b give premium;

b rewarding a valuable gift;

b award is familiar with the difference and others.

Promotions are announced in an order for the separation and to the bank. They bring to the attention of the employee and are listed in his labor book.

Thus, given a fairly wide range of sampling (more than 50% of all bank employees participated in the survey), we conclude that these employees were not subjected to any of the above methods of moral incentive, and therefore the bank pays a little attention to this direction to increase loyalty and motivation. personnel.

As a result of the analysis of the organizational environment of the bank, the following problems were identified:

employees are dissatisfied with the wage system in the bank, nervous loads and its legal security,

most of the employees are not informed about the relationship of the contribution of their work and wages,

employees are practically informed about the system of moral promotions of existing in the bank.

Thus, during the study, a rather low level of loyalty of employees of their organization was identified:

50.7% of employees are ready to leave the bank when they offer them a higher wage;

employees are not loyal to the bank, but the team of their colleagues.

To the positive points of the analysis of the results of the study, the fact that most of the employees appreciates reliability and stability in the bank, and this factor is the dominant motive of their employment in this bank.

Thus, summing up, research of loyalty and personnel satisfaction We revealed the following obstacles to the formation and maintenance of the required level of loyalty:

lack of clear, fair and competitive remuneration;

employment dissatisfaction with many aspects of their labor life (legal security, nervous loads, level of social security, career growth prospects, organization of the workplace, etc.);

lack of a clear system of material promotion of employees;

the bank does not justify the expectations of newly accepted employees.

As a result, we see the lack of due attention to the problems and needs of the staff and the need for urgent (taking into account the positive trend in personnel) and comprehensive measures to increase the loyalty level of the Bank's staff and the construction of an effective loyalty formation mechanism.

October 10, 2018 HR Universal. IP Khramtsova P.V.

Professional Staff Satisfaction Profi

The purpose of this survey is to determine your job satisfaction in the company. Interview anonymousHis results will be used in a generalized form to compile the program for the development of the personnel management system.

Carefully read each offer in the "Working Conditions" column, select one of the most suitable answers in the speakers on the right (from "absolutely not satisfied (not satisfied)" to "very satisfied (fully satisfied)") and slide a tick in the appropriate square. Fill out the answers to the questions on the second page and pass the personnel directorate employee.

Filling date: ____ ___________ 20__

	Working conditions	Top not satisfied (not satisfied)	Little unhappy	I find it difficult to answer (neutral)	Mostly satisfied	Very satisfied (completely satisfied)
	Organization of labor (normalization of work and recreation time)
	Labor safety (security by means of protection, overalls)
	Relationships in the team (with leadership, colleagues)
	Wage level
	Additional payments (for the missing employee, for work on weekends, etc.)
	Stimulation system (possibility of obtaining awards, distribution of premiums in the team)
	Social benefits and guarantees
	Manual Style in Your Division
	Organization of training, possibility of advanced training
	Perspectives and career growth opportunities
	Provision of necessary materials and tools for work
	Recognition of your merit, attention to you by management
	The work of the administration (registration of reception and translation, consideration of applications)

Please answer a few questions on 2 page.

What can affect the increase in your satisfaction? __________________________________________________________________

Do you think possible and real change in the existing situation? Select one of the answer options:

I also want to say: __________________________________________________________________

Please answer a few questions for processing the survey results:

Your age:									Over 50 years old
Work experience in the company:	Up to 0.5 years				More than 1 year
Work experience General:						Over 10 years old
		master (senior master)		head of the production unit (plot, shift, workshop)			officer, specialist			head of the Administrative Division (Bureau, Department)

Please pass the completed questionnaire employee personnel management.

Thank you for participating in the survey!