Perceptions often seem like a moving target, especially when you need to gauge them accurately for business purposes.
Sadly, many business people rely on their own perceptions when they are the least relevant and reliable. The latest indicator of this was research conducted on both sides of the Tasman for recruitment specialists Hudson. It found employers consistently think employee sentiment is twice as good as it is in reality.
Hudson New Zealand executive general manager Marc Burrage put it this way:
“In every aspect of current workplace sentiment, whether it is job satisfaction, motivation, morale, perceived stress levels or job security, employers are clearly unaware of their employees’ frame of mind.”
“For example, nearly half of the 2394 employees surveyed indicated worker morale has plummeted. In contrast, only 26% of the 247 employers interviewed acknowledge workplace morale has dropped.”
He warned employers of the danger of a mass exodus when the job market improves. The survey showed employee disaffection was already having an effect, with more seeking new roles than before the downturn.
Commenting on the research, Engineering, Printing and Manufacturing Union national secretary Andrew Little said the differences in outlook between workers and bosses were obvious.
“I talk to members and then I talk to their employer and it’s as if you’re in two parallel universes.”
He said in a recession, managers often took the attitude staff should be happy to have a job at all. This was evident in the survey results, with 32 per cent of respondents agreeing “management thinks it doesn’t have to reward and recognise our work because we should feel lucky to have a job now”.
Employers and Manufacturers’ Association chief executive Alisdair Thompson described the survey results as “a wake-up to leaders”, who had to be honest, transparent and trustworthy.
As a researcher, the difference between employer and employee perceptions comes as no surprise. It is not because I think most employers are out of touch with employee perception (although the Hudson research shows they are).
The same dichotomy can be found in retailers’ views of customers’ experiences, how professional firm partners see client perceptions, or what association executives think of their members’ opinions.
What you believe they think is not necessarily the case. You may have asked them directly. You may even believe you have obtained their real opinions. But as researchers know, the answer depends not only on who’s asked and how, but also on who does the asking.
As a retailer, would you prefer to know which poor in-store experiences are driving customers into the arms of competitors — or do you want to continue running your operation believing all is well?
As a partner of a professional services firm, would you prefer to know what clients really think about the way you operate — or do you want to continue on the basis none have complained to you directly?
As an executive of a membership organisation, would you prefer to know which services members really value (or not) — or do you want to continue on the basis of what you think?
The Hudson research shows the dangers in relying on your own perceptions.
