Presentation on theme: "Global Surveying via the Web: Better, Faster, Cheaper... and More Chaotic Presented by L. Allen Slade and Nicholas Mills at the Society for Industrial."— Presentation transcript:
Global Surveying via the Web: Better, Faster, Cheaper... and More Chaotic Presented by L. Allen Slade and Nicholas Mills at the Society for Industrial and Organizational Psychology, 14th Annual Conference April 30 - May 2, 1999
Overview Introduction - The Ford Pulse Survey System Globalization Chaos in Surveys Electronic Surveying
Survey Quality Standards Trustworthiness –Provide valid and reliable data. Usefulness –Support effective decisions. Efficiency –Use least resources possible.
The Pulse Vision To pursue feedback about people as aggressively as we pursue feedback about profits and products Provide a people metric for management. Support work-group level feedback and action planning.
Pulse Core Dimensions Supervision (6,.91) Empowerment (5,.83) Diversity (6,.84) Business Issues (10,.88) Survey Process (4,.92) Training & Development (4,.84) Stress (4,.87) Reward & Recognition (4,.84) Workload (4,.82) Job & Company (4,.80) Quality (5,.80) Work Group/Teamwork (4,.73) Dimension Name (# Questions,
Pulse Process: Supplemental Questions Country Questions - 5 (optional) Function Questions (optional): –3 levels –5 Questions per level (optional) –Up to 2 functions per employee
Some Key Decisions Web Browser vs. Based Surveys Anonymity vs. Integrity Timing is Key Universal Suffrage vs. Efficiency
Survey Support Tools Web Survey System –Central Item Bank Promote common items Allows data sharing –Survey Results Data Base Store survey results in Ford data base Ford software generates reports from results data base Allows quicker and cheaper reaction time to requests for survey information Maintain confidentiality and anonymity - no individual data on Company system - rather an electronic storage of paper reports we currently get from vendor
Does Technology Pay Off?
Linguistic and Cultural Diversity on the Pulse Survey Chinese (2) Czech Dutch English (2) Finnish French (2) German... in 46 Countries Hungarian Italian Japanese Polish Portuguese (2) Spanish (4) Thai
Impact of Language, Culture and Distance on Employee Surveys Survey Content –Translation of words –Translation of constructs Cultural Differences in Survey Use –Trust of Management –Familiarity with Surveys –Use and Appropriateness of Anonymous Feedback Delays Caused by Distance
Effective Management of Linguistic and Cultural Diversity Goal = Survey robust in design, interpretability and acceptance across Ford Communication among Survey Coordinators –Monthly Conference Call –Annual Global Conference –Incessant s
Translation: Standards Use of External Translators and Internal Reviewers Standards for Translators –Certification –Survey Translation Experience –Ford Experience - 3 years or more Standards for Reviewers –good understanding of countrys language & culture –reading and writing proficiency in both English and target language –orally communicate effectively in target language –knowledge of survey process
Translation: Process Web Interface Translation Steps –Question approved in English. –Translator does initial translation. –Lead translator approves translation –Reviewer checks phrasing and Ford lingo. –Back-translation - second/external review, not blind back translation.
Translation: The Need for Statistical Analysis Maintain translator and reviewer accountability Depersonalize criticism Create Order out of (n questions*n languages) questions to review
Simplification Principles –Try to please everybody and you will please nobody. –Common as possible, different only when necessary. Simplification Planned for the 1999 Pulse –Limiting supplemental (non-core) –Reducing demographic questions –Simplifying report definitions –Reducing number of preliminary reports Growth is natural - Pruning is necessary.
Causes of Chaos Speed of Change –In the external environment –Of management expectations Chaos Among our Customers Increased Complexity –Globalization –Centralization
Reactions to Chaos Ineffective Reactions Panic Over-planning Effective Reactions Simplification Effective Management of Chaos Speed (Electronic Surveying)
Effective Management of Chaos
Survey Design Timing Participation Questions Translation ID Survey Participants ID Managers Receiving Reports Organization Mapping Survey Administration Report Delivery Browser Print File Report Definition Vendor Processes Data Ford Intranet Server Database/Software Text - Questions, instructions, menus, etc. Organization Mapping Information Report Definitions Processed Results (Group Data) Vendor Server Inside Ford firewall Oracle Database Raw Survey Data Processing and Data Cleaning Rules Process Flow = 2-Way Data = Exchange 1-Way Data = Exchange Ford Pulse: Web Process Flow