The New York Times recently created quite a stir with the publication of a “what’s wrong with Amazon” article based on a conversation with only 100+ current and former Amazon employees. That’s a pitifully small segment on which to base an assessment of an organization which has more than 110,000 employees!
A better view of the company would result from a professional but simple, three question survey to a decent segment of Amazon employees…say at least 1,100. The questions?
As an employee of Amazon:
“What do/did you like best about working there?
“What do/did you like least about working there?
“If you could, what one thing would you change?”
We’ve used those three questions in large and small organizations, both private and public businesses and agencies, with very positive results. In several smaller organizations (500 or fewer employees), we’ve surveyed all employees and provided a summation of their responses to the organizations’ strategic planning committees. Employees thus contributed to the planning process and felt some ownership and responsibility for the resulting strategic plan.
When you ask the right questions, the results are amazing…collectively a fair and balanced view of the organization. Critical, yes, but also revealing and constructive!
A number of years ago in a conversation with W. Edwards Deming, the acknowledged father of effective quality assurance, he said, “If you want to know what’s going on and how to fix it, ask the employee who’s doing the work.”
That makes a lot of sense especially when various components of a product have to fit with great precision. In fact, I understand that the Cross Pen Company has authorized each work station to stop production if a defect shows up. The result is a high quality product and significant cost savings…the problem is resolved at it’s outset rather than a some later time.
So, how can we involve employees in the strategic planning process? One way we developed while consulting with an occupational health organization was to
- let employees know we were having a planning process,
- invite them to submit changes/goals on 3×5 cards, and
- assure them that all submissions would be considered.
About 300 cards were received and clerically sorted into half a dozen groups for consideration by the executive staff, no ideas were discarded. The cards became a resource for the management team during a facilitated session to develop priority goals for short and long-term activities of the corporation.
The concept was well received and the proposed goals submitted by employees were invaluable in adopting a strategic plan for which each employee felt some ownership and responsibility.