Human Capital Survey

Identifying both needs and impact

We’ve been helping employers assess their culture and the needs of their workforce since 1984. Our experience has taught us that an effective assessment identifies both needs and the impact on the organization if those needs go unfilled. So our survey is impact-oriented. Developed over the years with the help of a score of Fortune 500 companies, this assessment of the workplace and employee perceptions and needs will enable you to plan and justify a comprehensive work-life effort.

Individual questions may be customized – added or subtracted to fit your culture – and we will work closely with you to ensure that it brings you the information you need in order to determine recommendations for action. The survey will enable you to maximize the potential of your organization's human capital by discovering what will increase their engagement, commitment and satisfaction with your organization as an employer.

Four sections

The survey has four sections, each followed by a section for employees' comments.

I. Balancing work and home life

Which of your employees' personal issues have an impact on work, causing distraction, excessive stress, anxiety or tension? How could the company alleviate that impact?

II. Company culture, management and supervising practices

Are managers and supervisors acting in a way that elicits the most commitment, loyalty and productivity from their staff? Are they flexible and supportive? Do your employees feel appreciated and acknowledged as human beings with important personal responsibilities?

III. Programs and practices

What current programs and practices are being used and appreciated? What additional programs and practices would work to bring employees' attention and focus back to the job?

IV. Demographics

While responses are confidential and anonymous, this section allows you to analyze your employees' responses by groups.

The survey can be installed on your Intranet, or on a special page on our server. If we host the survey for you, we can . . .

• report the results;
• analyze the results;
• compare them with those of others
• suggest a plan of action

You can also purchase the questions and arrange your own distribution and analysis of results.

For more information about using WFC Resources’ Human Capital Survey to create a more productive, loyal workforce, call 800-487-7898, or e-mail survey@WFCResources.com

Search

Our Clients Say...

“WFC Resources consulting services taught us that work-life is a business issue and helped us learn us how to deal with it as a business issue.”

Mike Chapin, Workforce Diversity Consultant,
Xcel Energy

“I've been getting good feedback. Both employees and managers are finding the training informative, helpful and fun. Just what I'd hoped for!”

Nancy Montgomery, Memorial Sloan Kettering Cancer Center

"Thanks for the print copies of your Newsbrief issues. The content and quality of your newsletter was fantastic...we have already subscribed!"

Nicole Raymondi, ENI Dynamic Work/Life Solutions

"Such incredible information! Monumental, truly." Dr. Sandra Burud, FlexPath

"What a wonderful resource you are for us . . . thank you for the great info. We are just starting to establish our process and we will keep you informed. We really appreciate your expertise." Peggy Rivedal, Manager of Health Services, Mutual of Omaha

"WFC Resources proved themselves invaluable from the first time I used their services. Within seconds I was finding exactly the types of articles I
needed . . . their database saved me what would have been many hours trying to locate the data I needed from other sources." Carla Moquin
President, Parenting in the Workplace Institute

Latest Research...

20 years of research finds telecommuting benefits everyone
An analysis of 20 years of studies has found that telecommuting has a "clear upside" and a positive impact on performance, turnover and stress. Penn State researchers Ravi Gajendran and David Harrison looked at 46 studies involving more than 12,000 employees. Their report divided the telecommuting experience into three themes: psychological control or perceived autonomy, telework’s effect on the work-family relationship, and the potential for damage to relationships at work. They found that autonomy and control over how the work was done was a major factor in increasing worker satisfaction. That sense of increased autonomy may have been at least partly responsible for the increased performance, decreased stress and lack of interest in quitting. Telework also improved work-family balance, helping workers manage the often conflicting demands of work and home lives. Women remote workers actually found they received higher performance ratings and their career prospects improved rather than worsened. Relationships with managers and co-workers didn’t suffer as long as employees worked away from the office fewer than three days a week. The report is called, "The Good, the Bad and the Unknown About Telecommuting."
AMERICAN PSYCHOLOGICAL ASSOC., 11-15-07

Learn how you could read more articles like this by subscribing to the Work-Life Newsbrief . . .

Subscriber Services

Site Menu: