I don't really feel that increasing motivation and engagement is linked to improved performance.
We do organisational diagnostics, but we don't know how to analyse and utilise them.
The stress checks we conduct are questionnaire-based, which makes it difficult to understand the actual stress conditions and to take effective countermeasures.
We would like to integrate multiple surveys (e.g. stress checks, engagement surveys, employee satisfaction surveys, etc.)
Many HR and corporate planning managers may have doubts about the operability of the survey itself and the results of its use,
as sometimes it only aims to improve engagement and understand the health of employees,
while failing to improve business performance and contribute to customers.
Most general organisational surveys are aimed at HR and organisational improvement with a focus on engagement. However,
TOTONOE WELLBEING SURVEY provides an "organisational survey directly linked to business improvement" that enables frontline managers
to immediately identify areas for improvement by measuring the quality of management by objectives, PDCA and management quality.
As a result, it not only improves business performance, but also employee motivation, engagement and overall wellbeing in the company's management.
Conduct surveys along business processes to make it easier for managers in charge of the frontline to promote change.
Achieve comprehensive wellbeing, including short-, medium- and long-term performance and improved individual employee engagement.
One time survey can show you;
1.Quality of target management / PDCA / management,
2.Motivation / engagement
3.Stress / absenteeism/presenteeism
Detailed analysis can be easily carried out, including sorting and cross-tabulation, as well as clarifying distributions and correlations.
Survey can be implemented with only one day of preparation time from the decision to start the survey.
Just attach the URL to the invitation. The results are immediately compiled and can be viewed at any time.
An organizational survey designed by professionals who have worked in organizational development at global companies, from the perspective of managers in the field who actually use organizational surveys.
One survey can reveal the status of 1. target management / PDCA / quality of management, 2. motivation / engagement, and 3. stress / absenteeism / presenteeism.
Garmin is an activity tracker that, among many smart devices, excels in its ability to measure, visualize, and recognize your physical and mental condition from different perspectives.
Through Garmin Connect, you can constantly monitor your stress levels so you know which daily events are stressors for you. It supports self-awareness, which is important in mental self-management.
I would like to utilize the results of organizational diagnosis to improve business performance and operations.
We're looking for an easy-to-use organizational survey for managers in the field.
We would like to conduct surveys that allow us to quickly test hypotheses, such as a combination analysis of attributes.
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Effective and efficient organizational surveys
A company listed on the Tokyo Stock Exchange Growth Market
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However, we were wondering how and with whom to share this sense of crisis and what measures to take, and we were introduced to TOTONOE Survey by our consultant.
This firsthand sense of crisis and the hypothesis that we had vaguely considered at the time were quantitatively confirmed. Thanks to our efforts, we were able to propose countermeasures to the president and other executives based on the results of our quantitative analysis, which were approved by them.
Now, the president himself visits the site to talk with employees, accepts any differences in perception, and explains them in detail.
He does not disparage the positions of the directors and general managers, but rather positions them as supplementary to them.
Influenced by the president's attitude, the management style of the directors and general managers has also changed, as they place more emphasis on dialogue with employees and aim for better conditions by sharing their wisdom.
As a result of these activities, we have heard the following positive feedback from the field.
I am glad that you conducted this TOTONOE Survey and that you held a feedback meeting on the survey itself.
To be honest, without this meeting, I would have already submitted my resignation... I understand the business situation, but I was not in an environment where I could easily consult with them, and I thought I might be out of luck.
I am so grateful that you were able to understand the reality of the situation on the ground and work with us to figure out what to do for the future.
In fact, when I honestly told them about the actual situation of a project that I thought was no longer viable, they were able to work with me to come up with a solution without reprimanding me. Later, I was able to actually resolve the issue, which gave me confidence and a desire to do more.
I would like to continue to work with my supervisors in other departments to resolve issues in the future.
Nagoya Branch, Tokyo Stock Exchange Prime Listed Company, Construction industry
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From the company-wide engagement survey, we were aware that engagement was low. However, we were concerned about what exactly we should do and in what order, and how to link this to effective measures, rather than just doing things for the sake of doing them. We believed that improving the quality of management was essential to raising the engagement score, and we had been conducting training, but we were conscious of the problem that it inevitably ended up being a one-time, transitory activity. Then, we received a proposal to conduct TOTONOE Wellbeing Survey and a management practice program based on the survey results, and we decided to put it into practice.
First of all, we were surprised to see that the actual situation onsite was clarified in a more concrete manner than we had imagined, organization by organization and hierarchy by hierarchy.
We were able to freely set the attributes we wanted to understand and freely perform a combination analysis from the management screen, so we were able to have each organizational unit take effective measures based on a more detailed understanding of the actual situation. We now understand that there are differences between the trend values of the entire organization and the trend values of each organization, and that we need to consider the most appropriate action plan based on these differences.
Thanks to the careful explanation of how to handle and interpret the survey data, we could see that the participating managers were satisfied with their efforts, and in fact, we received comments from several managers that they now have a better understanding of how to assess the actual status of their organizations.
Although we thought we had fully communicated the group goals and their background, the survey revealed that differences in perception were occurring at different levels of the hierarchy. In the management practice program that was conducted based on the survey, we were also able to find out why such differences in perception and interpretation occurred even though we were supposed to share a single fact, and what we should do to bridge such differences in perception, while reproducing practical situations in the field in a concrete manner. It was good that we were able to actually practice how to do this over and over again while reproducing practical situations in the field.
In the engagement surveys I have conducted in the past, I have not been able to visualize what exactly should be improved and how, and have taken vague measures such as improving communication and increasing opportunities for one-on-one dialogue. In this session, we were able to clearly identify in which aspects of work performance there were differences in perception and interpretation, so we were able to implement the simulations from the management practice program in our workplace, and the content of the one-on-one conversations became more concrete and convincing. The content became more concrete, and we were able to derive improvement measures that were convincing to our subordinates.
Unlisted pharmaceutical manufacturer (approximately 1,500 employees throughout the group)
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Management requested that we improve the current situation in which front-line managers were working as players rather than fulfilling the role of managers.
We had been conducting training programs to impart the knowledge necessary for managers, such as logical thinking, but we had not conducted a program to support the real practice of management in a timely manner, so we decided to start with newly appointed managers as a first step.
In the process of implementing the program, we decided to conduct TOTONOE Wellbeing Survey to understand the actual situation of management and to identify priority areas that need to be strengthened.
We found that the way employees view and interpret things has been fostered over a long period of time. (The way of looking at the facts clearly varied at each level.)
Management tended to give advice to these views based on their own experiences, saying "this is what you should do" or "this is how you can solve the problem. I realized that what I was doing for the right reasons could cause a sense of being "forced" or "passive behavior.
Since the survey results revealed differences in views on goals and job execution, I began to carefully explain the background of goals using easy-to-understand charts, graphs, etc., so that I could gain their understanding instead of trying to persuade them. In addition, we devised the layout and grouping of the meeting rooms so that questions could be asked freely. As a result, many improvement plans were voluntarily submitted and implemented, and concrete results were achieved.
The results of the survey and the management practice program were horizontally extended to the group companies as well.
Before this survey and the management practice program, I was just trying to do my best to complete the tasks in front of me. Even now, I don't think I can do everything perfectly, but compared to before, the survey has made it easier for me to grasp the overall picture, and the results of the survey have become a trigger, or perhaps I should say a trigger, to obtain specific factual information from the field. The results of the survey are only an aggregation of opinions, so the lesson that it is important to use the survey results as a trigger to grasp specific facts has come in handy.
Through this survey, I was able to gain an opportunity to rethink my management style. I had been striving to deliver results in order to meet deadlines, but I realized that there were team members around me whom I could rely on more. Also, I used to feel hesitant about asking for work, but now I think I am able to use appropriate advice and coaching based on the information obtained from the survey and honest dialogue to understand the facts of the situation. What I am most pleased with is that team members are now willing to self-disclose their problems without hiding them and to help each other. We have already seen quite a bit of concrete financial results, but I believe we can be even more effective as a team in the future.
*Please feel free to contact us for more details.
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The biggest difference between TOTONOE Survey and conventional surveys is that TOTONOE Survey is not a "what's wrong? and "What is the problem? The biggest difference between the conventional survey and the conventional survey is that the conventional survey is a problem-solving survey based on "Why" thinking, not a status-quo survey based on "What" thinking.
Conventional survey results can only capture abstract surface problems and issues, but the TOTONOE Survey can capture fundamental and concrete root problems and issues.
“Conditioning for Performance”.
What can we do to improve the productivity of our customers?
What can we do to help workers achieve quality of life?
The answer we came up with is to provide support for “conditioning the body, mind, and workplace”.
In other words, “Conditioning for Performance”.
We believe that it is important to condition the body and mind, which is the foundation for workers to be able to exercise their imagination, creativity, and problem-solving abilities to the fullest. In addition, in order for professionals to be able to demonstrate their abilities as a team, we will work on the trinity of body, mind, and workplace conditioning by building a system for team building and improving management quality.
Through the visualization (measurement) and solution businesses of body, mind, and workplace, TOTONOE is determined to contribute to the improvement of productivity of our customers, the realization of QOL for professionals, and the creation of a well-being society. I look forward to collaborations with you.
Three years ago, on a beautiful spring evening, two workforce development officers were selected to be in charge of promoting "Well-Being Management".
They were very much alike. Both of them were in charge of the core business of the company, and both of them were solely responsible for the important task of building an organization for the company in 5 years...10 years...20 years...and so on.
Recently, these two met again at a meeting to exchange information on the progress of wellbeing management in other companies.
They were, as always, very much the same. They were also looking at the SDGs, a common global goal that has become important along with wellbeing, and were working as hard as they could to achieve those goals.
As it turned out, they were both conducting surveys in their respective companies to identify and implement improvements in wellbeing management and future-oriented organizational development.
However, there were differences. One of the companies had identified issues through the survey, but the promotion of wellbeing had stalled.
The other, however, had not only identified issues, but had already made improvements at the frontline level and was doing well.
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Have you ever wondered what makes the "difference" between people in charge of the same wellbeing?
The difference is not necessarily due to innate intelligence, talent, skill, or hard work.
It is not because one wants things to go well and the other does not want things to go well.
The difference is in what thought-provoking "survey" was conducted and how it was utilized.
That is why I am describing the "Tone Survey" to you.
The purpose of this survey is to provide you, the central person in charge of wellbeing management, with the survey you need to realize it, a survey that will help you improve at the field level.
As you know, the TOTONOE Survey is a unique survey. This survey is a survey that leads to wellbeing management that is one step ahead in achieving both improved business performance and employee QOL from the perspective of "mind, body, and place," which is essential to the realization of wellbeing management.
This survey is not simply to increase the satisfaction of workers, but to discover issues that lead to "performance improvement," which is an essential outcome for companies, and the actions that lead to the solution of those issues.
The results of the survey show only "abstract" issues that are difficult for front-line workers to deal with, such as the "need for mission penetration" and "need to set up a purpose," and they do not lead to any improvements.
This is a survey that can discover "what specifically needs to be improved" at the field level. This is a survey that can discover "what exactly needs to be improved" at the field level.
For example, if you would like to improve communication, you can find specific issues at the field level, such as whether "language" needs to be improved, whether "instruction methods" need to be improved, or whether the "work to be given" needs to be improved in the first place.
I am currently looking at the TOTONOE Survey diagnostic results.
In this company, both managers and general employees seem to be working with a lot of conviction on the work itself.
However, there seems to be a mismatch between the reduction of working hours proposed by top management and the workload at the front-line level, which is leading to a communication gap between supervisors and subordinates.
Therefore, what needs to be improved is not "communication" between supervisors and subordinates, but "review of workload" and so on.
What would happen if the problem is fundamentally solved only by reviewing the workload, but the problem is misunderstood as a "communication problem between supervisors and subordinates," and communication training is provided to the management level?
Or, what would happen if we assume that the partial results of the lack of penetration of the "mission" and "purpose" are related to the problem, and focus on the penetration of the mission and purpose?
If you have never seen the results of this survey, you cannot imagine how useful it will be for your wellbeing management.
I mentioned at the beginning of this article about the two people in charge of promoting wellbeing management.
They have become key personnel in charge of the core of the company and have been promoting their activities. Why has their wellbeing management progressed differently?
Survey. It is the kind of thinking that led to the implementation of the Survey. And how to adapt it to the realization of wellbeing management.
The introduction of TOTONOE Survey does not guarantee immediate success.
No, no survey development company can guarantee that.
However, we can guarantee that the survey will facilitate your wellbeing management and lead to a one-step-ahead wellbeing management that achieves both improved business performance and employee QOL.
We will be happy to explain our services and fees. Please feel free to contact us.
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