What was surprising was a virtual lack of significant differences between perceptions of supervisors linked to employee size. In fact, one’s immediate supervisors having a clear vision of the organization’s future was the one of the only areas of difference -- and it is not surprising given the size of larger organizations that direct supervisors do not have as clear a vision as they may at other companies (50% for <101,>500).
In looking at what employees feel is important, attitudes were fairly similar across the board, with the importance of there being someone at work who encourages your development (63% for <101,>500) appearing to be one of the only attributes showing a downward trend in importance linked to employee size. On the other hand, there were a dozen measures where assessment of performance revealed a 9 or more percentage point difference between companies with fewer than 100 versus those with over 500 employees.
1. It is possible to cut through the bureaucracy to get things done at your organization
2. Is doing a good job of hiring the right people for the appropriate positions
3. Senior management listens and responds to employee ideas
4. Providing useful coaching to improve your performance
5. At work, your opinions seem to count
6. There are few rules or tasks that get in the way of work
7. This organization shows a genuine interest in its employees
8. Employees all over the organization talk and share ideas
9. Learning new skills is a high priority in your organization
10. Employees have input into the training they receive
11. You feel that people primarily get ahead in your organization based on the merits of their work
12. Senior management encourages employees to have fun at work
These findings reveal that employees are willing to put up with less satisfaction in several areas in exchange for satisfaction is one important one -- benefits. Benefits appear to eclipse salary and job security as reasons employees who appear to be dissatisfied stay put. Of course, contributing factors to these differences may at least be somewhat attributable to industry or job functions disproportionately represented among companies with over 500, such as manufacturing and production. Nevertheless, satisfaction with benefits is just one of the areas explored by Insightlink’s 4Cs survey and, in light of these findings, Insightlink recommends spending time evaluating your organization's benefits (as assessed by employees) and making sure they provide incentive for top performers to stay. Insightlink offers separate benefit-focused surveys in addition to its well-known 4Cs survey, which includes a battery of questions about compensation generally as well as benefits specifically. Want to learn more about how Insightlink stands out from other survey companies with its 4Cs approach to employee surveys, independent norms, unparalleled service and great value? Interested in seeing how your organization can benefit from its own employee survey?