员工关系和沟通的调查问卷

1、Employee Relations and Communications Questionnaire员工关系和沟通的调查问卷This section audits programs that govern employee treatment, communications, supportsystems and services that encourage greater employee satisfaction, motivation and productivity.这一部分审查了员工在待遇， 沟通， 支持系统和服务方面指定的程序， 以此来鼓 励员工产生更大的满意度，激情和生产力。

2、1. Is there one position within the organization accountable for overseeing and coordinatingall employee relations and communications activities?组织内部是否有人负责监督和协调所有员工关系和沟通活动？COMMUNICATIONS沟通2. Are there policies that state the organizations employee relations philosophygoverning all conditions affecti

3、ve employees?是否有政策阐述了组织员工关系的理念，监控对员工所有有影响的条件？3. Do these policies state expected behaviors of employees?这些政策是否有阐述对员工预期的行为？4. Are these policies condensed into an employee handbook?这些政策是否有浓缩到员工手册里？5. How and to whom is the employee handbook distributed?员工手册是如何分发下去的？分发给谁呢？6. Is the employee handbook i

4、nformation reviewed by legal counsel to satisfy all lawsaffecting employment, personnel relations, working conditions, employment at will,implied employment contracts and disclaimer issues?员工手册里的资料是否会由法律顾问审查过，来满足所有针对雇佣，人事关 系，工作环境，随意雇佣，暗示雇佣关系合同和解除诉讼问题的法律规定？7. How frequently is it updated?多久更新一次？8. Is

5、 there a formal orientation for new employees?Are follow-up employee orientations scheduled?有对新员工制订发展方向吗？9. Are employees given the opportunity to exchange information with superiors as well asassimilate information being transmitted from the top down?员工是否有得到和高层交换信息的机会，以及把吸收的信息从上层传达下去 一样？10. Are the

6、re forums that allow for regular interaction and information exchanges betweenemployees and management?If so, briefly describe:是否有讨论会，允许员工和管理层之间进行常规之互动活动和信息的交换？ 如有，请简单描述下：11. Are there forums in which racial and ethnic minority concerns are conveyed tomanagement with the intent of affecting positive

7、 changes?少数民族和其他宗教徒所关心的论坛会是否有以一种积极的心态传达给管理系 统？12. Does your organization engage in employee opinion surveys?If yes, how frequently?Do you communicate survey results to employees?Is there a demonstrated commitment to introducing changes based on survey data?你们组织是否有从事员工意见调查方面的工作？ 若有，多久一次？ 你们有将调查结果跟员工沟

8、通进行沟通吗？EMPLOYEE TREATMENT员工待遇13. Are employees afforded a process where both sides of a complaint are heard and adecision is rendered fairly?是否有给员工提供一个程序， 能听到双方的抱怨， 以及实施一个公平的决定?14. Are disciplinary procedures and rules of conduct explained in an employee handbook orother form of notice? (Remember, t

9、he purpose of discipline is to have people behave in anacceptable way.)在一个员工手册或其他方式的通知中是否有解释关于纪律方面的程序和规章 制度？(记住：纪律的目的是让人们的举止以一种可以被接受的方式而存在)15. Are progressive forms of discipline expressly cited?Are they consistently applied?是否有明确阐述纪律的进步性？是否有统一应用过？16. Are fairly competitive employee benefit programs

10、 in place?是否有现成的相当具备竞争性的员工福利计划？17.Is there a program that provides for management and employee participation in thediscipline process?是否有一个计划，为管理系统和员工参与提供了有纪律的程序？18. Are there opportunities for employee professional growth?有为员工的职业发展提供成长的机会吗？19. Does the organization demonstrate, emphasize and reward

11、 leadership to ensure successand satisfaction in the organization?组织是否有表现，强调和奖赏领导班子，来确保组织里的成果和满意度？20. Using a one-to-seven scale how do immediate manager practices rate in terms of dailysupervision and management of employees?请用等级1到7来评估，即时管理是如何来评估员工日常的监督和管理工作 的？21. Has the organization demonstrated

12、reasonable employment security?组织是否有表现出对合理雇佣的可靠性？22.Is direct compensation/pay reasonable, equitable and competitive?直接补偿/薪资是否合理，公平和具有竞争性？23. Are employee and team accomplishments, special efforts and contributions recognized inaddition to direct pay?员工和团队任务完成，特别的努力和贡献是否有额外支付？24. Does the organizati

13、on encourage teamwork and employee involvement?组织是否有鼓励团队合作和员工的参与？STATISTICS统计学25. What is the organizations monthly absentee rate?Do you consider this high or low?In what departments/areas are absences particularly high and why?组织的月缺勤率是多少？ 你认为是高还是低？ 在哪个部门/领域缺勤率是特别高的，为什么？26. What is the annual turnov

14、er rate (average position replacements per year)?Do you consider this high or low?每年的工作更替率是多少？(每年的平均职位更换值)你认为是高是低？27. Are exit interviews conducted?By whom?Who is given feedback from the exit interview and how is it used?是否有执行离职面谈?由谁执行？ 把在离职面谈里得出的反馈信息给谁，且是如何使用的？28. Are demographics of turnover data

15、analyzed?How is this analysis used?What has management done in the past two years to reduce turnover?是否有分析销售额数据的人口统计？ 是如何使用这些分析的？ 在过去两年里，管理体系有做过些啥来减少职位替换率？29. Has the organization attempted to project future needs in terms of an increase inworking mothers, child care, single parents, elder workers,

16、a more diverse work force,etc.?组织是否有试图按未来工作妈妈的增加数目，孩子照料，单亲家庭，年老职 工，更多样化的劳动力等方面来制定未来需要的计划，30. Has the organization made plans to meet its future employee relations needs?组织是否有制定计划来满足未来员工关系的需求？31.On a scale of one to seven (seven being the highest and four being adequate), how doyou think your Human R

17、esources department would rate the effectiveness of theorganizations employee relations and communicationsprograms?在等级一至七中（七是最高等级，四就是能胜任的级别），针对人力资源部门将评估组织员工关系和沟通计划的效率，对此你如何看待？32.On the same one-to-seven scale, how do you think your internal clients (other departmentsand employees) would rate the eff

18、ectiveness of the employee relations andcommunications programs?在同样的一至七等级中，对于内部客户（其他部门和员工）将评估员工关系和沟通计划的效力，你看法又如何？Explanation of Employee Relations and Communications Questionnaire员工关系和沟通之问卷调查的解释This section covers employee satisfaction. This critical aspect of human resourcesmanagement is broad in s

19、cope, complicated and difficult to measure. Since almost half of ourwaking hours are spent at work, an interesting and pleasant work environment is essential toretain quality employees.这一部分是阐述员工的满意度。 人力资源管理中关键的方方面面是很宽泛很复杂 很难去衡量的。 由于人们除去睡眠之外的大部分时间都被工作占用了，因此一份 有趣而且让人愉悦的工作环境对留住合格人才是很重要的。The questions i

20、n this section are designed to help you understand and deal with intangibleemployee relation issues. These include communication, how employees are treated, supportsystems and those conditions of employment conducive to employee satisfaction, motivation andproductivity. Three major issues are covere

21、d here: (1) communication, (2) employee treatmentand (3) statistics as a gauge of employee satisfaction.这一部分是设计来帮助你理解和处理无形的员工关系问题的。这些就包括沟通， 如何对待员工，支持体系和这些对于员工满意度， 工作动力和生产力有益的条件。 三个主要的大问题如下:1)沟通；2)员工待遇；3)数字统计作为衡量员工满意 度的尺度。Policy statements, newsletters, bulletins, messages and information handbooks h

22、elp theemployer communicate with the employee. The employers willingness tocommit to its philosophy in writing sets the stage for a candid dialogue. A standard of opennessdisplays a sense of trust. While employees may not read every word, these communications helpthe employee identify with the compa

23、ny and its success.政策规定，时事报道，公告，信件和信息手册能帮助员工和雇主之间进行沟通。 雇主的意愿是是用书面步骤的形式，为了一次诚恳的对话，将其理念传递过去。 敞开心扉就向对方显示了自己的信任。 当员工很可能没有读到任何文字时， 这些 沟通能帮助员工理解公司和其成功。Most important in this section are the responses to questions nine and ten. It is important foryour organization to have scheduled an interaction with empl

24、oyee groups and representatives fordiscussion of issues of mutual concern.这一部分最重要的就是对问题9和10的回答。让你们组织制订一个员工之间的 交互活动和派代表来讨论大家关心的问题是很重要的。How the company treats employees is certainly important to them. It is also crucial to theorganization-bseinwge.llBad or inconsistent treatment is the number onecause of voluntary turnover. Money cant compensate if basic human needs, such asdignity, respect, justice and social interaction, are lacking. An increase in work hours, coupled witha decrease in the quality of work life, loyalty and security issues, is responsi