应用六西格玛评估和改善员工满意度案例

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Using Six Sigma for Assessing Employee Satisfaction应用六西格玛评估和改善员工满意度

Today's competitive world has made every organization rethink its strategy for long-term survival. It is becoming quintessential to realize the importance of human potential in the long-term success of any organization. A satisfied employee can actually be the differentiating factor in the struggle to gain market share, to deliver customer delight, to innovate product and services and, ultimately, to deliver a better bottom line.

当今社会的激烈竞争使得每个企业都开始重新思考长期生存的战略，并逐渐意识到人力资源在任何一个组织成功实施长期战略的重要性。员工对企业的满意度成为企业争夺市场份额、使客户满意、改进产品和服务并最终达到更好的基线的一个重要因素。

Avant-garde organizations are using several tools to assess the satisfaction level of employees. The rigor of Six Sigma was used in one such project to assess and implement focused solutions.
Avant－garde组织正在使用一些工具来评估员工的满意度层次。基于六西格玛的精确性，其被用于此类项目中来评估并实施所聚焦的解决方案。
Employee satisfaction in the organization was judged annually on the basis of the Q12 questionnaire used by Gallup Worldwide. An analysis by consultants only highlighted the few questions where the satisfaction percentage was lower than the benchmark. Management wanted a more detailed analysis to determine why employees rated low on those questions.

该组织每年都以Gallup Worldwide问卷中的12个问题对员工满意度进行测量。但顾问只分析了那些满意度比率低于基准线的一小部分问题。管理层需要更详细的分析来明确为什么在那些问题上员工的满意度如此之低。

More About Employee Satisfaction
关于员工满意度的更多信息
A focus group of employees randomly chosen at random was conducted to explore their views and their interpretation of the Q12 questions, and, of course, to find out the reasons for the low rating on the Q12 questionnaire. On the basis of the voice of the employee collected from the focus group, an internal dipstick was created with 30 questions that were grouped on three parameters – job related, self related and manager related.

随机选择员工组成聚焦小组，并引导他们探讨12个问题的见解和解释，当然还有另一个目的，那就是寻找在12个问题中员工满意度低的原因。根据从聚焦小组中所获取的信息反馈，形成一个由30个问题组成的内部调查表，其中的问题按照三个因素分组－岗位、个人和管理人员。

A five-point scale, ranging from "strong agreement" to "strong disagreement," was used in collecting the responses. Since all questions were written in a positive manner, anything below and including partial agreement was considered a defect for the purpose of analysis. Percentage of defects to total responses were taken as a score for each question.

从“十分赞同”到“全力反对”设5分以供员工选择做答，由于所有的问题都是采取一种肯定的方式进行提问，因此任何低于最高分都被判为缺陷，最终以每个问题的缺陷率作为该问题的得分以作分析。

Factor Analysis and Interaction Analysis
因子以及因子的交互作用分析
Factor analysis was carried out using four factors, with two levels each (Table 1). The anslysis looked at the two largest departments in the company. Those departments accounted for more than 70 percent of the total number of employees.

采取4因子2水平分析（如表1）进行因子分析，分析的主要对象是容纳了公司至少70%员工的两个部门。

Table 1: Four Factors, Two Levels

表1：4因子2水平分析法

Factor
Level 1
Level 2

部门Department
A
B

任期Tenure
< 1 year

1 year

职位Band
F
B

限制因素Parameter
Job
Manager

Table 2: Effects

Term
Effect
Coef.

Constant

54.388

Department
-13.325
-6.662

Tenure
-11.925
-5.962

Band
3.45
1.725

Parameter
2.125
1.063

Department*Tenure
3.375
1.688

Department*Band
1.9
0.95

Department*Parameter
-1.025
-0.513

Tenure*Band
1
0.5

Tenure*Parameter
-0.625
-0.313

Band*Parameter
-2.3
-1.15

DepartmentTenureBand
0.35
0.175

Department*TenureParameter
-7.875
-3.938

DepartmentBandParameter
4.9
2.45

TenureBandParameter
-0.6
-0.3

DepartmentTenureBand*Parameter
-6.4
-3.2

Figure 1: Pareto Chart of the Effects（见附件）




People in Department A with less than one year of tenure in the executive band were found to be relatively more dissatisfied with respect to their jobs. Subsequent interaction analysis was carried out on responses from Department A, on four factors and different levels, as shown in Table 3.

从分析结果中发现A部门员工中任期未满1年的行政人员更多的不满来源其所在岗位。再从A部门的调查反馈中进行4因子不同水平的交互作用分析，如表3：

Table 3: Department A

Parameters
Level 3
Job
Self
Manager

Sex
Level 2
Female
Male


Band
Level 2
F
B


Tenure
Level 2
< 1 year

1 year

Figure 2: Interaction Plot for Department A（见附件）




To gain more insight, a similar interaction plot was created for Department B, using the factors in the table below.

为了加深认识，运用类似的分析方法对B部门进行分析，因子如下表：

Table 4: Department B

Parameters
Level 3
Job
Self
Manager

Band
Level 2
F
B


Tenure
Level 2
< 1 year

1 year

Figure 3: Interaction Plot for Department B（见附件）





For each department, interaction analysis by function was carried out. Several solutions and several indicators emerged through this exercise.

对每个部门都进行交互作用分析，并从中制定出各种解决方案和衡量指标。

Implementing Improvement Initiatives
推广改善措施
Several improvement initiatives were implemented, ranging from a few cross-functional movements of managers, counseling sessions with heads of departments, initiation of self-development and learning programs, a few cultural initiatives for managing work-life balance, and structured feedback and a review program for every function.

根据分析结果组织采取了多项的改善措施，从一些跨职能部门的管理人员上升到部门主管的咨询会议，都加入到自我提升与学习项目当中，以及启动一些寻求管理生涯平衡，组织性回馈和各个部门的核查项目等一些文化改革内容。

Management saw an increase in interaction among employees, more involvement of employees in providing ideas for solving day-to-day problems, the initiation by employees of several projects to enhance process capabilities, and several other work-culture changes.

管理阶层中所看的改善结果：员工之间加强互动，更多的员工为解决日常问题献计献策，由员工执行的多个项目提高了过程能力，而且其它的工作方式有所改善。

Plans are to use the response of employees on the internal dipstick along with other factors to build an attrition prediction model.

制定控制计划来追终内部调查和其他因子，以此建立起一个预测模型。

Thus, the rigor of Six Sigma can be of great value in areas such as human resources, which otherwise are perceived to be lacking in strategy and objectivity.

由此可见，六西格玛的精确性在人力资源这些被认为缺乏战略与客观性的领域，也突显了其不一般的价值。


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