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Seconded employees
Recently, a commercial client contacted us to say that their clients had noticed that the employees seconded to them were not very happy and that their performance was declining, along with business results.
Our client asked us to conduct an employee satisfaction survey (ESS) to determine the cause of their employee dissatisfaction. We indicated that we were certainly happy to do so, but emphasized that an ESS is only useful if the results are actually implemented. We therefore stipulated that follow-up would take place, which our client agreed to.
How did we proceed (in consultation with a small task force from our commercial client's organization)?
- We developed a questionnaire based on insights from Total Quality Management (TQM), High Performance Organization (HPO), and the Institute for Dutch Quality (INK).
- The completed questionnaires were analyzed. The three lowest-scoring items were examined in more detail. By analyzing the root causes, developing solutions (with a focus on work processes, management style, and the employees themselves), selecting from these solutions, and developing implementation plans, we were able to implement concrete improvement measures. Over time, we re-administered the same ESS questions to the same target group. The solutions proved to yield significant and demonstrable improvements.
- When we contacted clients who had previously complained, they indicated that the seconded employees were visibly happier and performing better.
Our client has now incorporated periodic ESSs into its business operations and actively uses the results to continuously monitor and improve employee satisfaction.
It was notable that shortly after the results of the first ESS were announced, two key players from the management team of our commercial client left for other employers.