| Topic Name: |
My Exit Survey Template |
| Message Name: |
My Exit Survey Template |
| Date Posted: |
01/25/2006 |
| Message: |
Some time back I mentioned that I might post my exit survey, but since Hewitt is changing so fast, and for the worse, I thought it would just be better if I posted the template that I used to organize my exit survey. That way, you guys can make comments that are even more relavent to today's Hewitt work environment. I just hope the formatting doesn't look too bad when I post the information below.
Enjoy!
Key Components of a Dangerously Dysfunctional
Work Environment
Don't let these 12 characteristics go on in your workplace.
By Mark Gorkin
See www.workforce.com
Key components of a dangerously dysfunctional work environment:
1. From TLC to TNC. Don't support a work environment that's driven by "time,
numbers and crises," and not by "tender loving care." Beware a philosophy that extols
customers as kings while treating employees as peasants; it's a formula for revolt,
inertia or sabotage.
2. Rapid and Unpredictable Change. This can happen during either a downsizing or
expansionary mode. There is unstable leadership, and a workforce that's adjusting to
new personnel or loss of wisdom. Rules and procedures don't appear to be
operational; "the book" has lost some critical pages. There's chronic uncertainty from
lack of timely information or from communication not perceived as genuine or
accurate.
3. Destructive Communication Style. This includes excessively aggressive,
condescending, explosive or passive aggressive styles of communication, and
excessive work- floor razzing or scapegoating. Managers talk over employees, and
nobody truly listens. This is characterized by either defensive counterattacking or
robotic groupthinking.
4. Authoritarian Leadership. There's a rigid, militaristic mind-set of "superiors vs.
subordinates." Typical slogans include: "You don't get paid to think," or "My way or
the highway." Leaders blow up if they're challenged, and break up any participatory
decision-making or team-building efforts.
5. Defensive Attitude . There's a dismissive attitude and atmosphere regarding feedback,
and little interest in evaluation of people and policies. Only numbers count. It isn't
safe to give feedback; people are quick to feel disrespected or rejected. Yelling,
intimidation or avoidance are the preferred ways of dealing with conflict.
6. Double Standard. There are different policies and procedures, bias in application, for
management and employees, blue collar or white collar, racial or sexual
discrimination. There's a "work floor vs. tower" dichotomy. This double standard also
manifests as management gets substantial training or support for dealing with change
processes and employees get minimal orientation and ongoing support.
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