employee survey
Helping Credit Unions Transform their Culture
With a Survey Designed to Bring Results and not Just Metrics
Credit Union Employee Survey
We Guide Credit Union Performance
CUXcel is a firm that focuses on guiding credit unions toward improvement through the implementation of successful strategies. However, NO strategy has a chance at success without the support of the employees. The CUXcel Employee Survey is aimed at identifying barriers to execution and defining the steps needed to overcome these obstacles. With nearly 15 years of employee survey experience, we've developed a groundbreaking survey program to drive more engaged employees who understand their role in your credit union’s strategy and are motivated to act on that strategy.
Survey Highlights
It Doesn't Stop at Engagement
Credit unions with high levels of engagement are over 20% more productive than those that are not. But it doesn’t end there; employees also need to know what “productive” means to the credit union, and they need to stay motivated to continue to drive performance every day. Therefore, the CUXcel Employee Survey blends three crucial elements:
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Team & IndividualEngagement
Conditions: Environment & the workConnection: With their workColleagues: Cross dept. connections Collaboration: How each department supports each other
ARE WE ALL ON THE SAME TEAM?
Team Engagement
There are two considerations when it comes to engagement: the Individual, and the Team. An example of one of the ways we assess team engagement is shown on the chart below. We first ask employees about their satisfaction after working with other departments, and then how they perceive their own department will fair. Measuring the gap between actual and perceived allows the credit union to take greater action to correct problems. Note the Chart Above:
▶ Departments might be so overworked that they know they cannot provide good service to other departments. (See Call Center below)
▶ Departments might not be working as hard to deliver great internal service because they feel they already are, when really they are not. (See Marketing Below)
▶ Contrarily, departments may take great pride in delivering excellent service and will therefore be rewarded with the satisfaction that their efforts are recognized throughout the organization (See HR Below)
Organizational Alignment
Company: Values and Direction Communication: Strategy & ExpectationsQuality: Member Focus, Core ValuesContribution: Employee’s contribution to all of the above
ARE ALL ON THE SAME PAGE?
Organizational Alignment
Having engaged employees doesn’t guarantee success. We still need to ensure all employees understand their contribution and share a common cause. Employees must believe in the company ethics and direction before they can believe in their job. The sample graph below compares the Disengaged vs. Engaged responses for various questions related to employee alignment. With an average score that is 91% higher than the Disengaged’s responses, we can see the alignment factor that sets Engaged employees apart the most is “My Contribution Makes a Difference.”
Staff Motivation
Resources: Time, Training, Tools, etc.Respect: Recognition, Trust, etc.Rewards: Salary, Benefits, etc.Managers’ Abilities: Team Building, Leading by Example, Accountability
WHAT DRIVES MOTIVATION?
Staff Motivation
Making adjustments to increase employee engagement will certainly yield positive results for the credit union. However, to sustain this growth we must motivate employees to exceed expectations on a daily basis. Once you make this turn you will start to see your cultural shift. A culture of engaged AND motivated employees involves adjusting principle behaviors and not just practices. Managers are coaches that lead by example, are respected by their staff, and empower them to do their best.Our experience in delivering employee surveys has revealed a major issue with credit union managers and their blind spots. For example, there is a full generation gap between the average branch manager and the average teller. For this reason, most branch managers feel they’re doing a great job recognizing positive employee performance, while the employees feel like they are not getting enough praise. CUXcel will measure the managers’ perception of their own performance relative to the actual responses given by their respective employees. This will once again allow us to not only identify problem areas, but also help the manager overcome issues they did not know existed.
Coach the Coaches Tool
Which SKILLS CAN EACH MANAGER SHARPEN?
The Employee Engagement Survey is designed to improve your credit union’s culture through IDENTIFYING key issues so you can RESPOND appropriately. One way we accomplish this is by taking the Engagement findings and cross referencing them with other key findings, such as: manager effectiveness, cultural & strategic alignment, and importance vs. satisfaction on actionable variables. As a result, you will be able to:
(1) Key in on the REAL issues
(2) Prioritize your response to these issues
(3) Create a customized action plan for each manager.
CUSTOM ACTION PLANS
▶ Identify Managers/Departments with a high proportion of disengaged employees and address the reasons why (recognition, communication, etc.)
▶ Identify and address areas where employees don’t know how they contribute – Engaged employees can be just as confused as Disengaged employees.
▶ Identify and address “caution” areas. Lack of training, disruptive coworkers, job load, etc., are all things managers can control, but have been found to turn engaged employees to disengaged if they persist.
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Prioritize Time & Resources
IDENTIFY KEY CONTRIBUTORS TO JOB SATISFACTION
Another way CUXcel helps you take action on the results is by identifying the key contributors to job satisfaction. The way we accomplish this is by asking employees to rate their level of importance and satisfaction for key variables.
The example chart below shows a great variance between Satisfaction and Importance for Recognition/Praise. This would no doubt be an area of concern for the sample institution. As we explore more variables we can start to create a list of priorities for the credit union. Further analysis will also include segmenting by employee role and level of engagement.
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400 E. Lincoln Hwy, Suite 101
New Lenox, IL. 60451
(815) 717-6195.