Employee satisfaction surveys are often conducted to know whether the workers are happy and able to fulfill their desires at work. Employee satisfaction is very essential for the motivation, goal achievement and thus company’s reputation. Employee satisfaction is calculated by employee satisfaction surveys and it help in satisfying the employees in areas like management, empowerment, coworker interaction, teamwork, and communication. Retaining good and skilled employees is the major problem faced by most companies and this is the reason why several companies are opting for employee satisfaction surveys. Employee satisfaction surveyis conducted mainly to know the need and desire of an employee. Some of the important aspects that are covered in the questionnaire of employee satisfaction surveys are employee’s understanding about the company’s mission, their role in the company, understanding of long term strategies, the trust of employee in the organization’s culture, employee’s ideas, their morale, their relations with management, peers and supervisors and several other questions. It also covers several questions like the best thing about the company and worst thing about the company. These are the major questions which are covered by employee satisfaction surveys. It also includes a list of questions like annual income, personal details, sex, age, marital status, previous employment proof, family background and other types of questions. These questions are very helpful in analyzing data properly. However, several companies do not pressurize their employees to give these details, especially if the employees are not comfortable to give these details. It is also very vital for the company to keep the information confidential. Internet is the best medium to know more about the websites which provide the services related to employee satisfaction survey . There are numerous website which provide information regarding these types of surveys. There are several professional third part agencies available which provide the expert advice to the organization on their demand.

The first question that might come to the mind is that what does “employee surveys” means. Well, employee surveys are usually implemented to identify the key problems within the employees in an organization. It is the most powerful tool which can change the company’s reputation and improve the company’s bottom line. There are several websites that provide these services to their customers. Employee survey is quite beneficial for the company and for the employees, as well. This can really boost the performance of both the employee and the company. There are numerous benefits of employee survey and every organization should opt for this service so as to increase their employees’ performance. Employee surveys can enhance or catalyze the communication which can be of a great advantage. Encouraging the involvement of employees into major projects can have a positive impression on the quality. Ideas and opinions of employees are some priceless resources for the company. The companies providing these services just act like a catalyst in boosting the performance and reputation of the organization. The input of employees plays a vital role in handling the complicated issues and it also helps in improving the key problems that usually occur within a company. This is the main reason why employee surveys are considered important for an organization. Employees are the pillars of any organization and thus it is very essential to get regular employee feedbacks on different issues. It is also important to give the feedback quickly as per their suggestions and ideas. If the HR of the company can read the minds of the employees, then it means that the organization has definitely improved the productivity, morale and the retention rates. The services providers offer best services which can help to boost up the productivity level. They also provide employee surveys software that can provide assistance in collecting information on several issues.

Words are often used in different ways by different people; your goal is to write questions that each person will interpret in the same way. A good question should be short and straightforward. A questionnaire should not be too long, use plain English and the question shouldn't be difficult to answer. Only through careful writing, editing, review, and rewriting can you make a good questionnaire. The following provides you with guidelines for conducting your surveys: 

1.  Write a short questionnaire Above all, your questionnaire should be as short as possible. When drafting your questionnaire, make a mental distinction between what is essential to know, what would be useful to know and what would be unnecessary. Retain the former, keep the useful to a minimum and discard the rest. If the question is not important enough to include in your report, it probably should be eliminated. 
2. Use simple words Survey recipients may have a variety of backgrounds so use simple language. For example,  "What is the frequency of your automotive travel to your parents' residents in the last 30 days?" is better understood as, "About how many times in the last 30 days have you driven to your parent's home?" 
3. Relax your grammar Relax your grammatical standards if the questions sound too formal. For example, the word "who" is appropriate in many instances when "whom" is technical correct.
4. Assure a common understanding Write questions that everyone will understand in the same way. Don't assume that everyone has the same understanding of the facts or a common basis of knowledge. Identify even commonly used  abbreviations to be certain that everyone understands. 
5. Start with interesting questions Start the survey with questions that are likely to sound interesting and attract the respondents' attention. Save the questions that might be difficult or threatening for later. Voicing questions in the third person can be less threatening than questions voiced in the second question. For example, ask: "How do your colleagues feel about management?" rather than "How do you feel about management?" 
6. Don't write leading questions Leading questions demand a specific response. For example: the question "Which day of the month is best for the newly established company-wide monthly meeting?" leads respondents to pick a date without first determining if they even want another meeting. 
7. Avoid double negatives Respondents can easily be confused deciphering the meaning of a question that uses two negative words.  
8. Balance rating scales When the question requires respondents to use a rating scale, mediate the scale so that there is room for both extremes.  
9. Don't make the list of choices too long If the list of answer categories is long and unfamiliar, it is difficult for respondents to evaluate all of them. Keep the list of choices short.   
10. Avoid difficult concepts Some questions involve concepts that are difficult for many people to understand.
11. Avoid difficult recall questions People's memories are increasingly unreliable as you ask them to recall events farther and farther back in time. You will get far more accurate information from people if you ask, "About how many times in the last month  have you gone out and seen a movie in a movie theater or drive-in?" rather than, "About how many times last year did you go out and see a movie in a movie theater or drive-in?"   
12. Use Closed-ended questions rather than Open-ended ones Most questionnaires rely on questions with a fixed number of response categories from which respondents select their answers. These are useful because the respondents know clearly the purpose of the question and are limited to a set of choices where one answer is right for them.  An open-ended question is a written response. For example: "If you do not want a company picnic, please explain why". If there are an excessive number of written response questions, it reduces the quality and attention the respondents give to the answers.  However, InfoPoll allows you to use a wide variety of other types of questions. 
13. Put your questions in a logic order The issues raised in one question can influence how people think about subsequent questions. It is good to ask a general question and then ask more specific questions. For example, you should avoid asking a series of questions about a free banking service and then question about the most important factors in selecting a bank.  
14. Pre-test your survey It is better to identify a problem during the pretest than after you have published the survey. Before sending a survey to a target audience, send it out as a test to a small number of people. After they have completed the survey, brainstorm with them to see if they had problems answering any questions. It would help if they explained what the question meant to them and whether it was valid to the questionnaire or not. 
15. Naming your survey Some people discard an electronic message based entirely on its subject or sender. You should consider other titles that will pique the interest of the recipients. Here are examples of survey names that might be successful in getting attention: > Memo From the Chief Executive Officer  > Evaluation of Services of the Benefits Office  > Your Opinion About Financial Services  > Free T-shirt  > Win a Trip to Paris  > Please Respond By Friday > Free Subscription > Win a notebook computer
16. Cover memo or introduction Once a recipient opens your survey, you may still need to motivate him or her to complete it. The cover memo or introduction offers an excellent place to provide the motivation. A good cover memo or introduction should be short and includes:  > Purpose of the survey   > Why it is important to hear from the correspondent  > What may be done with the results and what possible impacts may occur with the results.  > Address identification  > Person to contact for questions about the survey.  > Due date for response

I am a strong advocate of the 85% rule: If the candidate has all the mission critical skills and demonstrates the capacity to learn and grow -- make him or her the offer. It is rare that in today's tight marketplace there is a 100% perfect candidate available -- let alone a perfect candidate who is ready to interview, in your price range and available at the exact time you need him or her. The opportunity cost of holding out for that candidate is sometimes too great. However, the cost of hiring someone in whom you lack complete confidence is also too great. If you're not sure that a candidate meets the 85% standard and you have doubts about skills in critical areas, ask more questions to make an informed decision. Technical Skills: Effective Interview Questions to Avoid a Snow Job Every industry is home to some fast talkers -- the people who know enough to be dangerous and can "snow" most recruiters and hiring managers in a one-hour interview. To weed out the people who really know their stuff, ask specific questions about projects on which they have worked. Present candidates with a situation similar to one that could be presented to them on the job and ask them specifically how they would respond. Ask for details about the steps they would take, the tools and resources they would use and their rationale for this approach. The answers you receive will provide you with insight into the candidate's ability to think through problems, approach to problem solving, knowledge of available resources and true technical capabilities. This approach is different than pure technical testing. Many of your best employees will not remember every technical rule or code they learned in school or on the job -- but they know exactly what questions to ask, where to get answers and how to implement the answers once they get them. How to Assess Written Communications Skills in Candidates Copywriters, journalists and public relations representatives are not the only people who need strong writing skills. For many positions, written communications skills are critical to success. In fact, most professional positions require a fair amount of written communication. When written communication skills are important, ask candidates for writing samples. For instance, a sales representative position requires verbal and writing sales skills. The sales cycle may include communication in person, by telephone, via email and by formal proposals. While a candidate's verbal sales skills are apparent in an interview, his or her ability to write is not. So ask the person for a writing sample. Give the candidate a small case study and have him or her come to the interview prepared with a sample letter or proposal in response to the case. There is nothing worse than being a sales manager burdened with editing every piece of communication a sales rep sends out prior to making a sale. There is something to be said for those grammar and composition classes many colleges and universities require during freshman year. Using Behavioral Interviewing to Assess Management Skills Being technically competent and being able to lead a team are two very different things. I see many projects collapse because the technical leads are rewarded with promotions to manager. When hiring a group manager of a technical team, management skills should take precedence over technical skills. A strong manager knows how to assemble the appropriate technical talent to get the job done on time, within budget and with the fewest headaches. Technical knowledge is critically important, but the ability to listen, give clear direction, remain objective, and motivate, appreciate, delegate and integrate a team of people is the true talent needed by managers. There are many behavioral/situational questions you can ask in an interview to draw out the true leaders. Be sure to study up on appropriate behavioral interviewing questions and ask many of them during management candidate interviews. Ability to Work in a Team: Listen Carefully to Candidate Responses Most work environments today are project-based and team-centered. Sometimes teams work closely together on a daily basis, while at other times everyone functions independently to deliver their piece of an integrated project. Either way, a candidate's ability to work well in a team is essential to most positions. Having worked in team environments doesn't mean a candidate is a strong team player. When interviewing for project members, it is critical to ask situational questions that require the candidate to think like a team player. If a person always answers a project related question with "I" did this and "I" did that -- rather than "we" did this or "we" did that -- you may want to dig deeper into his ability to work in a team. The best recruiters can extract the following from an individual: the types of project teams he or she has worked on, his or her role on the team, his or her contribution within that role, and his or her ability to integrate with, share with and help other team members. As always, when in doubt ask more questions, present more what-if situations and dig deeper.

1. Not making the transition from worker to manager As a worker, you were held accountable solely for your own job and responsibilities. Now, all of a sudden, you are responsible for the results of a group of people - not just for yourself. As a result, you must tap into a new set of business skills - people skills. Some of the best employees become the worst managers because they fail to make this transition. 2. Not setting clear goals and expectations The fastest way to derail your employees' engine is to leave them in the dark without goals and directives. Your employees will have few challenges and even less motivation. You must meet with your employees to develop attainable goals, to help them understand what is expected of them, and to give them a vision to work toward. Not only should you work with them to set the goals, but also to achieve the goals. 3. Failing to delegate You simply can't do everything by yourself. But, even if you could, it would not be an effective use of your time or your talent. Besides, when you delegate, you create more opportunities for your employees, and projects that at first seem overwhelming become totally manageable once assigned to a team. 4. Not recognizing employee achievement Do not get so caught up in your workload and the delegation of work that you overlook opportunities to acknowledge your employees' successes. In the midst of downsizing, uncertainty, and constant change, employee recognition, is more essential than ever, improving morale, performance, and loyalty. Most times the most effective reward is personal and written recognition. 5. Failing to communicate The health of companies depends on widespread dissemination of information. Poor managers use the control of information as power, to ensure they are the most knowledgeable, and therefore, the most valuable employees to an organization. However, employees have the right to know what is going on, so that they are able to make the best decisions for themselves as well as the organization. In this way, managers should be approachable. 6. Not making time for employees As a manager, you must make and take time for people. Managing is a people job. You must assess your employees' individual needs and address them. When employees talk, be sure you're there to listen. 7. Going for the quick fix over the lasting solution Many managers dispense painkillers when they should be finding the tumor and performing major surgery. As a manager, you will not last long just treating symptoms; you need to take the time to seek out long-term solutions to problems. 8. Starting your day without a plan of action Time management plays a large role in your day-to-day and long-term success. This entails doing the right things efficiently. Other people will take all your time if you let them, so you must begin each day with a clear idea of allotted personal time and employee time. 9. Working with a messy desk or work area Studies show that the person with a messy desk spends, on average, one and a half hours per day trying to find things or being distracted by things. This adds up to seven and a half hours a week in lost productivity, not to mention appearing very unprofessional. 10. Not taking a lunch break After several hours without eating, studies prove, that you start to dull out. Thus, a lunch break, even if it's just a short 15 minute break, helps to recharge your batteries, and more effectively handle afternoon tasks. Consistently skipping lunch to save time will only cost you in lost productivity. 11. Getting out of balance with your life Attention workaholics: there's more to life than work. You have health, family, financial, spiritual, intellectual, and social pursuits and aspects in your life. If you spend a sufficient quantity and quality of time in each area, you should feel happy and productive at work. It's when you neglect one or more areas in your life that other areas, especially your work life starts to show signs of suffering. 12. Resisting change The best managers around the world are positive and forward-looking. They proactively anticipate changes coming their way and make plans to address them before they hit their organization. Resisting change will get you nowhere. 13. Taking it all too seriously - Watch your ego A manager with a big ego will most likely alienate his/her employees. Pride is never justified as the basis for a business decision. Above all, you have to maintain a sense of humour. Make a fun environment for your employees and for yourself. When you retire you won't be remembered for your fantastic budget or discipline, people will remember someone who brightened their days.