20 Common Work At Home Terminology | socialmarketinghub.com
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20 Common Work at Home Terminologies - Work at Home On Line
Article Marketing – An individual who writes articles related to their business and submit them to various article directories or niche websites. Blog – An online journal
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20 Common Work at Home Terminologies - Work at Home On Line
20 Common Work At Home Terminology | Lazy Cash Formula Review
Article Marketing – An individual who writes articles related to their business and submit them to various article directories or niche websites. Blog – An online journal
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20 Common Work At Home Terminology | Lazy Cash Formula Review
20 Common Work at Home Terminologies
Article Marketing - An individual who writes articles related to their business and submit them to various article directories or niche websites. Blog - An online journal.
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20 Common Work at Home Terminologies
20 Common Work At Home Terminology | downlinesecret.net
Article Marketing – An individual who writes articles related to their business and submit them to various article directories or niche websites. Blog – An online journal. It’s much more than sharing your personal experiences or thoughts
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Work from Home Resources: 20 Common Work at Home Terminologies
Article Marketing - An individual who writes articles related to their business and submit them to various article directories or niche websites. Blog - An online journal. It’s much more than sharing your personal experiences or thoughts
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Work from Home Resources: 20 Common Work at Home Terminologies
Writing Effective Surveys Top Tips
Designing surveys is easy; or is it? The reality is that writing surveys is easy but writing surveys that will be effective is a little bit more difficult. The following twenty tips will help you write more effective surveys.
1. What is the survey’s purpose?
There are many reasons for conducting surveys. By correctly phrasing the questions and structuring the answers surveys can be used in many ways and for a variety of reasons. When compiling a survey don’t lose sight of its purpose.
2. Give the survey a good title
The title of the survey is an opportunity to instantly summarise a survey’s objective and encourage respondents to participate. Respondents are going to invest time in completing the survey so make them feel that their investment is worthwhile.
3. Avoid making the survey any longer than it needs to be
Every question that is asked should be asked for a reason. Minimize the questions providing you with ‘nice to know’ information and focus instead on the ‘need to know’ questions.
4. Use plain English, maintain consistency and avoid jargon, acronyms and asking questions that could result in ambiguous answers
Take care when wording a question. If a question can be interpreted in more ways than one then there is a real risk that any analysis of the survey data will be meaningless or at the very least misleading.
5. Don’t have long questions
Where practical use short sentences. Long questions tend to cause respondents discomfort and can lead to a higher level of incidents where respondents abandon a survey.
6. Ask only one question at a time
Avoid confusing the respondent with a question like ‘Do you like football and golf?’
7. Avoid influencing the answer
It is important not to load the question. ‘Should irresponsible shop keepers who sell tobacco to minors be prosecuted?’ is likely to have no value.
8. Make sure that the selected answer format allows the respondent to answer the question being asked
Ensure that the respondent is able to answer how they really feel or they may be less inclined to complete the survey. As a last resort consider the benefit of including a “Can’t say”, “No comment” or similar response option.
9. At the same time that you compile the survey consider, when the survey is complete, how the compiled data is going be analysed
When asking questions that allow for a free text open ended response, such as when asking the respondent for their comments, appreciate that such information is likely to be difficult to score and/or summarised. Consider grouping the answers into groups that will match your analysis requirements. For example “How long have you worked here?” - ‘less than 3 year’, ‘between 3 and 5 years’ and ‘more than 5′.
10. Ensure that the questionnaire flows
Group questions into clear categories as this will make it easier for the participants completing the survey.
11. Target your respondents
You may want to target a specific group, in others a cross section. If you can’t control who responds to your survey consider including questions/answers that will allow you to filter out respondents who don’t match your target profile.
12. Allow the respondent to expand or make comments
Allowing respondents to make additional comments will increase their satisfaction level and will also give valuable feedback on the specific questions and/or the survey as a whole. Remember that for large sample collections it may be difficult to analyse free text open ended responses.
13. If you are conducting a confidential survey ensure that your pledge for confidentiality is honoured
If you have assured the respondents that the survey is confidential ensure that the individual data is not to be shared with anyone and not used for any other purpose. Confidentiality must be maintained at all times and any identifying information destroyed once the survey has finished.
14. Weigh up the benefits and disadvantages of allowing respondents to be anonymous or identifiable
If your respondents are to be anonymous then appreciate that you will be unable to follow up or match “pre” or “post” surveys. In some cases allowing people to remain anonymous will however allow people to respond without possible peer pressure.
15. Carefully consider what the best response format will be
Maintaining a consistency in the format used for responses is good practice. When creating your survey keep in mind that when analysing the data single selection radio buttons are easier to analyse than multiple selection check boxes. Do not use a check box if a radio response would do.
16. Provide the respondent with an estimate as to how much time the survey will take to complete
Respondent drop out can become a problem if the survey appears to be a stream of never ending questions. It is good practice to give an indication as to how long the survey is likely to take so that the participants can choose the best time to complete the survey.
17. Provide respondents with the survey end date
Encourage respondents to complete the survey as soon as possible but advise respondents as to the survey’s end date so that they have the opportunity to schedule the necessary time.
18. Trial the survey
Before publishing a live survey publish a small pilot survey to check for questions that are ambiguous or confusing and to ensure that the survey is aesthetically pleasing.
19. Before publishing the survey proof read the survey several times
Check more than once that the survey is grammatically correct and makes sense. If practical get someone else to proof read the survey before you publish, if no one else is available then take a break before checking again.
20. Thank the respondents
To complete surveys respondents will need to invest their time and therefore should be thanked either at the end of completing the survey or in a follow up letter. You may even want to consider an incentive such as a reward of some sort.
For more information please visit Survey Galaxy
Why Employee Satisfaction and Employee Exit Surveys Make Good Sense
In a competitive world with the need for businesses to be more streamlined and productive a company can often find itself with a workforce working under pressure resulting in low moral and high staff turnover. Organizations that have a highly motivated workforce can benefit enormously and having a workforce that is both motivated and productive should not be regarded as being mutually exclusive to one another.
If problems are left unresolved then companies run the risk of alienating their employees and events can then cause employee frustrations to boil over resulting in managers finding themselves on the back foot, faced with problems that cannot be ignored.
In an ideal world employers would take time to understand the needs of their employees and learn from their experiences of working on the front line, but employers are often themselves tied up day to day fighting their own fires.
With the intelligence gathering process being automated and the survey results being made available in a format that can be readily analyzed online surveys provide employers with a cost effective and efficient method to help towards the goals of staff satisfaction and high productivity.
Dissatisfied & unproductive
There are many reasons why employees may be dissatisfied with their job and more often than not staff frustration is channelled into a demand for higher salaries and less hours. Managers who tackle these issues head on, making it all about salary and hours, will often find themselves dealing with the symptoms and not the root cause.
Not just about the money
The following is a list of common barriers that will prevent an organization from achieving an increase in productivity, none of which are likely to be resolved by increasing salaries or reducing hours:-
- Inadequate training
- Out of touch management
- Out of date working methods
- Lack of proper tools and equipment
Paying higher salaries is not always a solution to an employee’s problems nor as many studies have revealed is it the most important motivator for employees.
Take the case of a single mother who is juggling a full time job with the need to look after three children. Out of frustration she may demand more money so that she feels that she is able to cope where a better solution, for both her and the company, may be more flexible working hours.
Two way communication is what it is all about
It is in the interests of all organizations to establish good communications. An organization where the management do not communicate well with their employees, or will wait for problems to be raised, can often think that they have a content workforce when the reality is that they don’t. It can take only one aggrieved employee with one small problem for an entire workforce to develop a destructive ‘them and us’ attitude.
Improving communication
One to one meetings between employer and employee would be ideal but in practice only practical for very small businesses.
Meetings between management and worker representatives are good in theory but can often spiral into becoming talking shops and losing their purpose as both sides become more familiar with one another and the meetings run the risk of being hijacked by the more extreme personalities.
Suggestion boxes are useful but can be viewed as token efforts by management as they wait for personnel to highlight a problem.
Newsletters can provide a positive contribution, but their purpose is generally to inform and not discuss employee issues.
Maintaining the initiative
An employee satisfaction survey run regularly is able to ask each employee specific questions and represents a pro-active management initiative where the whole workforce can be consulted on various issues. Surveys are able to provide a level playing field between the quieter and more vocal employees.
Consultation should not be seen as a sign of weakness, a confident manager will take counsel from all quarters before making a decision. By issuing a survey the employer is able to keep the initiative and tackle problems from a position of strength as opposed to waiting for problems to manifest and then possibly develop out of proportion.
If a small problem is left unresolved it could lead to a situation where a minor problem might just break the camel’s back and the mood of the employees change from positive to negative in a blink of an eye.
It’s easy and quick
For the majority of organizations online surveys represent a proactive and low cost solution. For the majority of organizations where most of the personnel have desktop computers, online surveys are quick to design and deploy direct to the individual.
Where not all of the personal have access to a computer there are various options available that will allow you to accommodate their responses such as providing a shared computer, conducting telephone surveys or as a last resort, a hardcopy survey where the hard-copy responses can be added to those who competed the survey online.
Job satisfaction
There are many elements that go towards providing an employee with job satisfaction, from the working environment, working methodology, working ethos, company ethics to having good and effective management. Job satisfaction brings benefits through improved motivation and productivity from a workforce that feels that they are treated as individuals and not a commodity item.
Inform and educate
A less appreciated benefit of online surveys is that they can be used effectively to educate and deliver important information to the workforce, ensuring that the ‘message’ is delivered consistently and does not become corrupted as it is passed down the line.
An online survey can explain to the employees a difficult situation and get valuable feedback as to the best solution. It is rare in this situation that the workforce would appear negative; it is more likely they will feel informed and empowered and that might be enough to turn a negative problem into a positive challenge that unites the workforce.
Exit surveys
Exit surveys are an ideal method for management to make sure that when people leave the organisation they are not leaving because of problems that could have been addressed and possibly resolved if they had been appreciated earlier. Although identifying a problem may not prevent a person leaving, having identified a problem it can then be addressed and that may be enough to prevent other key personnel from leaving.
Analysing the results
Having consulted with the workforce using an online survey the results are available for instant analysis. Common and specific problems can be identified and the senior management informed who then will have the chance to address the issues that have been raised.
Summary
Used regularly online surveys represent a simple and productive method of taking the pulse of an organisation and an easy way to establish a two way communication channel between employer and employee with the results providing management with vital, accurate and significant information.
For a Sample Employee Satisfaction Survey:- Employee Satisfaction Survey
For a sample Employee Exit survey:- Employee Exit Survey
PLDT Waho – Work at home call center solution | Technobiography.com
w@ho ( Work At Home ) is service of PLDT that equips call center agents with a high-quality internet connection at home . Quality of connection is (supposedly) so good that they can take voice calls (voip) and connect to their employer’s … Im a full time Mom but would want to have a job that will help our financial needs.God bless you
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PLDT Waho – Work at home call center solution | Technobiography.com
