員工關(guān)系和溝通的調(diào)查問卷

1、Employee Relations and Communications Questionnaire 員工關(guān)系和溝通的調(diào)查問卷This section audits programs that govern employee treatment, communications, support systems and services that encourage greater employee satisfaction, motivation and productivity. 這一部分審查了員工在待遇， 溝通， 支持系統(tǒng)和服務(wù)方面指定的程序， 以此來鼓勵(lì)員工產(chǎn)生 更大的滿意度，激情和生

2、產(chǎn)力。1. Is there one position within the organization accountable for overseeing and coordinating all employee relations and communications activities?組織內(nèi)部是否有人負(fù)責(zé)監(jiān)督和協(xié)調(diào)所有員工關(guān)系和溝通活動(dòng)？ COMMUNICATIONS 溝通2. Are there polici es that state the organization' s employee relations philosophy governingall condi

3、tions affective employees?是否有政策闡述了組織員工關(guān)系的理念，監(jiān)控對(duì)員工所有有影響的條件？3. Do these policies state expected behaviors of employees? 這些政策是否有闡述對(duì)員工預(yù)期的行為？4. Are these policies condensed into an employee handbook? 這些政策是否有濃縮到員工手冊(cè)里？5. How and to whom is the employee handbook distributed?員工手冊(cè)是如何分發(fā)下去的？分發(fā)給誰呢？6. Is the empl

4、oyee handbook information reviewed by legal counsel to satisfy all laws affecting employment, personnel relations, working conditions, employment at will, implied employment contracts and disclaimer issues?員工手冊(cè)里的資料是否會(huì)由法律顧問審查過，來滿足所有針對(duì)雇傭，人事關(guān)系，工作環(huán) 境，隨意雇傭，暗示雇傭關(guān)系合同和解除訴訟問題的法律規(guī)定？7. How frequently is it upd

5、ated?多久更新一次？8. Is there a formal orientation for new employees?Are follow-up employee orientations scheduled?有對(duì)新員工制訂發(fā)展方向嗎？9. Are employees given the opportunity to exchange information with superiors as well as assimilate information being transmitted from the top down?員工是否有得到和高層交換信息的機(jī)會(huì)，以及把吸收的信息從上層傳

6、達(dá)下去 一樣？10. Are there forums that allow for regular interaction and information exchanges between employees and management?If so, briefly describe: 是否有討論會(huì)，允許員工和管理層之間進(jìn)行常規(guī)之互動(dòng)活動(dòng)和信息的交換？ 如有，請(qǐng)簡單描述下：11. Are there forums in which racial and ethnic minority concerns are conveyed to management with the intent

7、of affecting positive changes?少數(shù)民族和其他宗教徒所關(guān)心的論壇會(huì)是否有以一種積極的心態(tài)傳達(dá)給管理系統(tǒng)？12. Does your organization engage in employee opinion surveys?If yes, how frequently?Do you communicate survey results to employees?Is there a demonstrated commitment to introducing changes based on survey data? 你們組織是否有從事員工意見調(diào)查方面的工作？

8、若有，多久一次？ 你們有將調(diào)查結(jié)果跟員工溝通進(jìn)行溝通嗎？EMPLOYEE TREATMENT 員工待遇13. Are employees afforded a process where both sides of a complaint are heard and a decision is rendered fairly?是否有給員工提供一個(gè)程序，能聽到雙方的抱怨，以及實(shí)施一個(gè)公平的決定 ?14. Are disciplinary procedures and rules of conduct explained in an employee handbook or other form

9、of notice? (Remember, the purpose of discipline is to have people behave in an acceptable way.)在一個(gè)員工手冊(cè)或其他方式的通知中是否有解釋關(guān)于紀(jì)律方面的程序和規(guī)章制度？ (記 ?。杭o(jì)律的目的是讓人們的舉止以一種可以被接受的方式而存在)15. Are progressive forms of discipline expressly cited?Are they consistently applied? 是否有明確闡述紀(jì)律的進(jìn)步性？是否有統(tǒng)一應(yīng)用過？16. Are fairly competitive

10、 employee benefit programs in place?是否有現(xiàn)成的相當(dāng)具備競(jìng)爭(zhēng)性的員工福利計(jì)劃？17. Is there a program that provides for management and employee participation in the discipline process?是否有一個(gè)計(jì)劃，為管理系統(tǒng)和員工參與提供了有紀(jì)律的程序？18. Are there opportunities for employee professional growth?有為員工的職業(yè)發(fā)展提供成長的機(jī)會(huì)嗎？19. Does the organization demon

11、strate, emphasize and reward leadership to ensure success and satisfaction in the organization?組織是否有表現(xiàn)，強(qiáng)調(diào)和獎(jiǎng)賞領(lǐng)導(dǎo)班子，來確保組織里的成果和滿意度？20. Using a one-to-seven scale how do immediate manager practices rate in terms of daily supervision and management of employees?請(qǐng)用等級(jí) 1到 7來評(píng)估，即時(shí)管理是如何來評(píng)估員工日常的監(jiān)督和管理工作的？21. Has

12、 the organization demonstrated reasonable employment security?組織是否有表現(xiàn)出對(duì)合理雇傭的可靠性？22. Is direct compensation/pay reasonable, equitable and competitive?直接補(bǔ)償 /薪資是否合理，公平和具有競(jìng)爭(zhēng)性？23. Are employee and team accomplishments, special efforts and contributions recognized in addition to direct pay?員工和團(tuán)隊(duì)任務(wù)完成，特別的努力

13、和貢獻(xiàn)是否有額外支付？24. Does the organization encourage teamwork and employee involvement?組織是否有鼓勵(lì)團(tuán)隊(duì)合作和員工的參與？STATISTICS 統(tǒng)計(jì)學(xué)25. What is the organization' s monthly absentee rate?Do you consider this high or low?In what departments/areas are absences particularly high and why?組織的月缺勤率是多少？ 你認(rèn)為是高還是低？ 在哪個(gè)部門 /領(lǐng)域

14、缺勤率是特別高的，為什么？26. What is the annual turnover rate (average position replacements per year)?Do you consider this high or low? 每年的工作更替率是多少？(每年的平均職位更換值) 你認(rèn)為是高是低？27. Are exit interviews conducted?By whom?Who is given feedback from the exit interview and how is it used? 是否有執(zhí)行離職面談 ?由誰執(zhí)行？ 把在離職面談里得出的反饋信息給誰，

15、且是如何使用的？28. Are demographics of turnover data analyzed?How is this analysis used?What has management done in the past two years to reduce turnover? 是否有分析銷售額數(shù)據(jù)的人口統(tǒng)計(jì)？ 是如何使用這些分析的？ 在過去兩年里，管理體系有做過些啥來減少職位替換率？29. Has the organization attempted to project future needs in terms of an increase in working moth

16、ers, child care, single parents, elder workers, a more diverse work force, etc.?組織是否有試圖按未來工作媽媽的增加數(shù)目，孩子照料，單親家庭，年老職工，更多樣 化的勞動(dòng)力等方面來制定未來需要的計(jì)劃，30. Has the organization made plans to meet its future employee relations needs?組織是否有制定計(jì)劃來滿足未來員工關(guān)系的需求？31. On a scale of one to seven (seven being the highest and

17、four being adequate), how do you think your Human Resources department would rate the effectiveness of the organization ' s employee relations and communications programs?在等級(jí)一至七中(七是最高等級(jí)，四就是能勝任的級(jí)別)，針對(duì)人力資源部門將評(píng)估組 織員工關(guān)系和溝通計(jì)劃的效率，對(duì)此你如何看待？32. On the same one-to-seven scale, how do you think your intern

18、al clients (other departments and employees) would rate the effectiveness of the employee relations and communications programs?在同樣的一至七等級(jí)中，對(duì)于內(nèi)部客戶(其他部門和員工)將評(píng)估員工關(guān)系和溝通計(jì)劃 的效力，你看法又如何？Explanation of Employee Relations and Communications Questionnaire 員工關(guān)系和溝通之問卷調(diào)查的解釋This section covers employee satisfactio

19、n. This critical aspect of human resources management is broad in scope, complicated and difficult to measure. Since almost half of our waking hours are spent at work, an interesting and pleasant work environment is essential to retain quality employees. 這一部分是闡述員工的滿意度。 人力資源管理中關(guān)鍵的方方面面是很寬泛很復(fù)雜很難去衡量 的。由

20、于人們除去睡眠之外的大部分時(shí)間都被工作占用了， 因此一份有趣而且讓人愉悅的工 作環(huán)境對(duì)留住合格人才是很重要的。The questions in this section are designed to help you understand and deal with intangible employee relation issues. These include communication, how employees are treated, support systems and those conditions of employment conducive to employee

21、 satisfaction, motivation and productivity. Three major issues are covered here: (1) communication, (2) employee treatment and (3) statistics as a gauge of employee satisfaction. 這一部分是設(shè)計(jì)來幫助你理解和處理無形的員工關(guān)系問題的。 這些就包括溝通， 如何對(duì)待員 工，支持體系和這些對(duì)于員工滿意度， 工作動(dòng)力和生產(chǎn)力有益的條件。 三個(gè)主要的大問題如 下:1 )溝通； 2)員工待遇； 3)數(shù)字統(tǒng)計(jì)作為衡量員工滿意度的尺度

22、。Policy statements, newsletters, bulletins, messages and information handbooks help the employer communicate with the employee. The employer' s willingness to commit to itsphilosophy in writing sets the stage for a candid dialogue. A standard of openness displays a sense of trust. While employee

23、s may not read every word, these communications help the employee identify with the company and its success.政策規(guī)定， 時(shí)事報(bào)道，公告，信件和信息手冊(cè)能幫助員工和雇主之間進(jìn)行溝通。雇主的意愿 是是用書面步驟的形式， 為了一次誠懇的對(duì)話， 將其理念傳遞過去。 敞開心扉就向?qū)Ψ斤@示 了自己的信任。 當(dāng)員工很可能沒有讀到任何文字時(shí)， 這些溝通能幫助員工理解公司和其成功。Most important in this section are the responses to questions n

24、ine and ten. It is important for your organization to have scheduled an interaction with employee groups and representatives for discussion of issues of mutual concern. 這一部分最重要的就是對(duì)問題 9和 10 的回答。讓你們組織制訂一個(gè)員工之間的交互活動(dòng)和 派代表來討論大家關(guān)心的問題是很重要的。How the company treats employees is certainly important to them. It

25、is also crucial to the organization ' s-bweeinllg. Bad or inconsistent treatment is the number one cause of voluntary turnover. Money can' t compensate if basic human needs, such as dignity, respect, justice andsocial interaction, are lacking. An increase in work hours, coupled with a decrease in the quality of work life, loyalty and security issues, is responsible fo