Efforts towards gathering workplace feedback are always a great way to build goodwill with the workforce, but when the results aren’t sufficiently acknowledged, trouble often awaits. Microsoft’s employee survey brought in some positive updates with regard to workplace operations, but employees aren’t quite convinced that the results represent the whole truth. After the tech giant revealed the results, employees complained that the questions regarding their satisfaction with the “deal” they received were reportedly removed. In the past, the response to this question was frequently used as a way to adjust pay and benefits to ensure workforce engagement and retention. The apparent exclusion of the question has employees upset, leaving them reading deeper into the implications of the decision.
An internal survey conducted by Microsoft suggests employees are thriving, but an undercurrent of unrest can be seen in the workforce at large. (Image: Freepik)
Microsoft’s Employee Survey Results Point to Interesting Trends Concerning Workplace Satisfaction
A key reason for the discord surrounding the employee survey at Microsoft is the lack of acknowledgement of pay satisfaction. According to Business Insider, the question of note is one that asked employees if they felt they were getting a “good deal at Microsoft (i.e., there is a reasonable balance between what I contribute to Microsoft and what I get in return).” Previously, when employee responses showed dissatisfaction, the company made active changes to pay to ensure that employee sentiments trended more positively.
With the exclusion of this question, employees reportedly turned to Microsoft’s internal message board to ask, “Can you please provide clarity on whether or not the question has been removed and why?” BI reported that over 200 employees thumbs-upped the question, and many responded with comments of their own.
An employee, the Head of Employee Listening, is believed to have reassured workers that those questions were still being asked in different surveys and to different groups, based on how the listening programs were designed. This ensured that more topics could be covered without making the survey overly long.
While this answers the question about the missing pay satisfaction question in the Microsoft employee survey, it also brings up an important point. Sudden changes, particularly ones that come without an explanation, are bound to leave employees asking questions and feeling snubbed. When these sentiments coalesce into collective ire, employees can grow more upset and combative, undoing any positive impact of conducting an employee survey.
Microsoft Captures Employee Sentiments on Multiple Fronts
Questions of compensation and pay satisfaction aside, the Microsoft survey also unearthed key data on areas where employees were satisfied and areas that could benefit from additional attention. Employees responded most positively to the question on security, inclusion, and company culture. On the other hand, they responded least favorably to questions on having opportunities to explore their role, resources to be productive, and clarity between their work and organizational objectives.
In a separate survey on managers and leadership, employees reported that their managers were able to drive innovative solutions, create inclusive environments, and evoke different perspectives. At the same time, employees responded least favorably to the regularity of coaching in day-to-day operations, clarity of feedback, and motivation to perform their roles. These responses showcase a trend echoed by other external surveys, where workers may have skilled managers, but they don’t always benefit from their feedback and attention.
These survey results are exclusive to working at Microsoft, but they are also key areas that other organizations should be exploring as well. Organizations can benefit greatly from taking a closer look at the employee experience, not just through generic questions about good or bad experiences, but detailed insights into what makes operations favorable to workers.
Stopping at surveys isn’t enough either. Collected data must also be transformed into clear evidence of change to ensure that employees don’t just feel heard, but understood and supported on the job.
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