Survey Fatigue: It’s Real and It’s Here

by | Jun 5, 2018 | News

Do you ever pay attention to the onslaught of survey requests you receive daily? I’ve started to – and I must say, it’s a lot! When I buy something, there’s almost always a survey request on the receipt. A few days after a flight, a survey request from the airline pops up in my inbox. After I call my wireless provider for assistance, I’m asked to participate in a survey at the end of the call.

And on and on it goes.

It would seem I could make a part-time job out of completing surveys. Survey Monkey, the popular online survey company, stated that they have over 16 million survey questions completed daily, which translates to nearly six billion survey questions every year – and that’s just from one survey platform!

I don’t know about you, but I honestly feel like I’m being surveyed to death.

Which begs the question: why all the surveys? And better yet, what is being done with the results? I take the airline survey after every flight, giving my opinion on a variety of topics, but I never see positive changes happening from the customer’s standpoint. I give my wireless provider feedback, but I have yet to experience better customer service as a result. The only thing I see is an automated response thanking me for my feedback, and that’s that.

So what’s the point?

Are companies using survey results to simply validate what they already know, giving themselves a big old pat on the back? Or, are they really looking to use the results to elevate their company’s service standard?

The first option, of using surveys to just gather mass amounts of data, seems like a bad approach to me. Companies relentlessly send out survey requests hoping that sheer quantity will help their organization. For one, the customer eventually stops filling out surveys, regardless of how short they are. Survey fatigue is a real thing! I know, I experience it constantly. Or if the customer does fill out survey after survey, you have to wonder how honest those results are. Is the respondent just ‘checking the box’ to complete the exercise without having a desire to share truthful, valuable feedback? What good is that data to an organization?

I often wonder, if less time was spent asking customers to complete survey after survey and more time was spent actually acting on the results, would we all be happier consumers? I think so.

I believe the latter is the true essence of great customer service. The strategic use of surveys – to listen and learn from customers on what is working well, what could use improvement, and what needs to be changed altogether – is the most important aspect of the survey process.

Strategy in the Survey Process

How great would it be, as a frequent flier, that rather than send me a survey email after every flight, the airline sent me one twice a year that asked me the truly important questions, like consistency in service and my overall experience as a customer. I’m confident that most people, including myself, would be more apt to take a few extra minutes to fill out those surveys with accurate, thoughtful, honest feedback.

For the company, that survey now carries more weight and provides a more accurate snapshot of the company’s service, product, and perception within the marketplace. That survey can now be more effectively used to make fact-based, customer-driven decisions that enhance service and provide better solutions for future customers.

Global Mobility Surveys

Naturally, this led me to think about my own company and industry and how we use surveys. A trend within the mobility industry is to send out a survey request after each touch point with a relocating employee. To put this into perspective, WHR Group (WHR) measures over 300 critical touch points with relocating employees. Can you imagine completing that many surveys for one relocation? We couldn’t either. My fear is that as an industry we’ve taken on that approach of over-surveying and have lost sight of what the survey is designed to do – gauge transferee satisfaction, determine how vendors are performing, and ultimately, drive process improvement and increase service standards.

This is why WHR uses a dual survey approach, with each survey being sent at strategic points during the relocation. The first survey is sent shortly after the relocation has begun and the second, immediately after the relocation has concluded. Questions are asked to gather valuable data and measure service, vendors, and overall satisfaction.

Survey results are critical in determining how WHR makes improvements to the mobility process; however, the focus has always been on building the transferee and counselor relationship. Instead of surveying transferees after each touch point, we promote proactive communication between the transferee and counselor. If something isn’t going well, we want to hear about it before a survey is even required and provide solutions immediately. At WHR, we receive great feedback (both positive and negative) that we use to continuously improve the relocation experience.

“But we’ve always done it this way”

by | May 31, 2018 | News

How many times have you heard “but, we’ve always done it this way!” proclaimed in your organization regarding your processes or service offerings? Change is hard. And regardless of whether we’re motivated by our negative emotions, or simply underestimate the process of change, it ultimately seems easier to stay with the status quo.

But we can’t.

From the business standpoint, we need to be willing to change, to grow. If we don’t, someone else will come up with something new, something innovative, and put us right out of business.

Historically, this happens all the time – new players emerge that make others irrelevant or less attractive.

But… how exactly does this apply to the relocation supply chain?

When it comes to change in the relocation supply chain, innovation typically takes place in the form of technological advancements. For example, when shipping household goods, there have been some changes in terms of electronic logs, video surveys, and truck technology; however, the physical logistics of the move are still very much the same as they’ve always been. Physical labor is needed to collect the goods, put them on trucks, transport them, and unpack them in the new location.

Most corporations that relocate employees have contracts with household goods carriers. Those corporations then allocate moves on a rotational basis between the carriers, which seems like a reasonable approach, but what happens when a carrier is too busy or doesn’t have the equipment available for that particular move? They have to either pass on the move, accept the move and “figure it out,” or call in a partner through their network. While this can work, it is not the most efficient or most practical approach.

MMP™ and the Impact to Vendors

When van lines agree to moves that they simply can’t handle, it can cause serious issues for your relocating employees. That’s exactly why WHR developed an advanced technology platform, MMP™, that allows household goods carriers to choose moves that work best for their time frames and traffic lanes. Rather than send orders out to movers, our technology grants movers the opportunity to select moves deemed most desirable to them. It is really an “opportunity board” that gives movers choice and provides them with a strategic advantage to view shipments before accepting, allowing them to avoid deadheading and overbooking.

One of the most expensive costs a trucking company frequently absorbs is “deadheading,” or driving an empty truck back to its home base. WHR’s opportunity board allows dispatchers to view open moves so they can schedule loads that will work for return trips. The elimination of deadhead trips means trucks become more productive and profitable.

The MMP™ Impact to Clients

The client benefits are tremendous. Since implementing MMP™, WHR’s clients save 26-42% per move with 43% lower move claims average, and 98% employee satisfaction ratings. This system allows our specialists to select the best carrier option based on price and historical performance, for each employee’s unique move needs. Supplier performance standards include employee satisfaction rating, timeliness, and performance.

With MMP™, everybody wins. Your employees receive the best dedicated crews for service compliance, and you receive best-in-class pricing for all household goods moves.

Yes, change can be hard. If there’s a better approach to doing things, wouldn’t you rather work with the person embracing that? Companies must be willing to change and grow in order to stay relevant, which is exactly what WHR is doing. We see a potential problem or complicated process and implement a solution, regardless of whether that is in the form of a technological advancement, new process, or service offering.

Click here to learn more about MMP™ or contact us today to find out other new and innovative ways WHR Group is helping advance the relocation industry.

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Partnering with your RMC – The Importance of Cultural Fit

by | May 22, 2018 | News

Selecting a Relocation Management Company, or RMC, is about more than just finding the right supplier for your company; it’s about finding the right partner. Your RMC is going to be in direct communication with your relocating employees, which means they should share your company’s values and principles. For instance, if your company values transparency, you wouldn’t want to work with a mobility company that hides details from you or your employees, would you?

Cultural fit is one of the most important factors in selecting an RMC, and yet, we don’t often see this as a high priority qualifier. Most global relocation companies have no problem handling different levels of volume or services, and pricing is generally similar. However, companies that partner together to relocate employees should fully understand and appreciate one another’s values. When corporate cultures align, it enables two companies to build stronger and better business relationships.

The Importance of Cultural Fit

Many corporate and government organizations choose to go out to bid for a relocation provider in the form of a Request for Proposal (RFP). This allows them to compare service offerings, find the best pricing, and fully vet each RMC based on factors that are most important to them.

Generally, most corporate relocation RFPs don’t ask culture-related questions, which is unfortunate because this makes it difficult for companies to ascertain whether the RMC would be a good match. During the RFP process, it’s important to narrow down the list of potential RMCs to those that can give relocating employees the information, support, and overall level of service they need in a way that supports your own company’s philosophies.

As you research RMCs, ideally, you don’t want to solicit dozens of bids but try to pinpoint the companies you can see yourself building a strong and long-term relationship with and focus on hiring one of these.

How to Assess Cultural Fit

It’s imperative to find a partner you can trust. If both partners don’t see value in the relationship, it’ll never work and, before long, you’ll find yourself back at square one. If the RFP doesn’t really address culture, you’ll want to ask yourself some questions to help you to determine if you are selecting the right RMC for your business.

  • What is the RMC’s mission and vision?
  • Are the RMC’s values compatible with my company?
  • Does the RMC share the same values/principles as mine, and do the company’s employees exemplify these values?
  • Do any differing philosophies clash or are they workable?

As you start the selection process, try to find out each RMC’s story. Each company is unique and no two will share the same exact culture; however, by taking the time to go the extra mile to find compatibility, you’ll save yourself a lot of time and expense. Strive to research the roots of each one and learn where they are heading – if they are traveling a path that aligns with your principles, you’ll save yourself a lot of headache down the road. You can liken it to a Goldilocks philosophy. Don’t go for an RMC that is too large or too small, you want to find one that is “just right.”

Schedule In-Person Meetings

While details may look great on paper, it’s important to schedule some in-person meetings before finalizing your contracts. This step is as important, if not more important, as the RFP itself because by meeting with the RMC you’ll be better able to size up if your two companies are truly a good culture fit. You’ll often have to use your gut when signing on a new business partner, so it’s a good idea to set up meetings early in the process and be sure to communicate often. As with any relationship, there are bound to be a few bumps along the way; however, by establishing a solid partnership from the beginning, any obstacles that emerge can be solved more easily by working together.

At WHR Group, we believe it’s essential for organizations to find the right cultural match when selecting a global mobility company. We value hard work, trust, empathy, and proactiveness and have been working for more than 24 years to provide our customers with the services they need. Our core values are real, which is why we incorporate them into everything we do, from how we interact with our clients, to how we interact with relocating employees, to how we interact with each other.  To learn more about the services we offer and our company’s culture, contact us today.

relocation request for proposal

State of the Canadian Housing Market

by | May 15, 2018 | News

Overvaluation and price acceleration continue to plague the Canadian housing market. According to the Canada Mortgage and Housing Corporation (CMHC), the housing market continues to have a high degree of vulnerability for the seventh consecutive year. The Housing Market Assessment (HMA) analyzes four main factors to determine vulnerability, or imbalances, in the housing market: overheating, price acceleration, overvaluation, and overbuilding.

Bob Dugan, Chief Economist with CMHC, states “our market assessment continues to show a high degree of vulnerability at the overall national level due to moderate levels of price acceleration and overvaluation existing together.”

Only weak signs of overbuilding and overheating were detected for Canada as a whole, with both indicators well below their threshold levels. However, the sales-to-listings ratio lies above the threshold of overheating and has for at least two quarters over the last three years.

What this means for individual markets

Victoria, Vancouver, and Toronto all scored high vulnerability in overvaluation, indicating that house prices are elevated compared to price levels supported by personal disposable income, population, interest rates, and other fundamentals. And with Amazon’s recent announcement to expand its Vancouver tech hub, housing prices could soar. Vancouver’s supply of available rentals has remained below 1 percent for three years in a row.

Calgary, Edmonton, Saskatoon, and Regina exhibited high evidence of overbuilding. In Edmonton, imbalances in ownership and rental markets were detected. The inventory of completed but unsold units also continued to drift around threshold level, while the apartment vacancy rate remained at threshold level.

For the fifth straight quarter, vulnerability in the Montreal housing market remained low. The level of personal disposable income, combined with the accelerated population growth among young adults, indicated that home prices have remained at justified levels. Still, given the marked tightening of supply and demand, the Montreal resale market is moving ever closer to overheating, which is putting a strong and steady pressure on prices.

“We just have our eye on [Montreal] to see whether price growth remains sustained and maybe spreads to more neighborhoods within Montreal,” said Dugan.

A Top Workplace for the Fifth Consecutive Year!

by | May 7, 2018 | Press Release

As you may have heard, we have some exciting news! WHR Group has been named a Top Workplace by the Milwaukee Journal Sentinel for the fifth consecutive year.

We are humbled and proud to have received the Top Workplaces Award for the fifth year in a row, but for us, it isn’t about winning; it’s about our employees. “The reason why we go through this is so that we’re giving our employees an anonymous way to give us feedback,” said Janessa Penneau, WHR Group’s Human Resources Manager. Our priority has always been giving our employees an opportunity to voice their opinions about the company they work for and using that feedback to make WHR Group even better.

What is a Top Workplaces List?

 

The Top Workplaces lists are based solely on the results of an employee feedback survey administered by Energage, LLC (formerly Workplace Dynamics), a leading research firm that specializes in organizational health and workplace improvement. Any company can be nominated and it’s free to participate.

 

We use the survey to give all our employee’s a voice, and while the survey is not mandatory, we had an unheard of 100% participation.

 

Here are just some of the great things our employees had to say about WHR Group in the Top Workplaces 2018 Survey:

 

“I enjoy the people I work with and find meaning in assisting our clients/transferees through a stressful period.”

“I feel I am always challenged. There is always something new to learn.”

“I like problem solving and helping people.”

“It’s a great place to work. My projects keep me busy all day and I get to do a lot of multitasking which keeps things interesting all the time.”

“I like it here and I think the job is fun and rewarding.”

“[I] believe that my manager takes an active interest in my personal and professional growth.”

 

The importance of a great workplace culture

 

Did you know the average person spends roughly 90,000 hours working over their lifetime? When you spend that much time working you want to be happy doing it. But, according to the Gallup World Poll, less than 20% of workers feel actively engaged at their place of employment.

 

These statistics are the reason why it is so important to focus on culture in the workplace. As a relocation management company, WHR Group helps other organizations find and retain the best talent, which we couldn’t do without finding and retaining the best talent for ourselves. Our goal is for our employees to enjoy coming into the office, to be engaged, and to be proud of the work they do, because, honestly, WHR Group wouldn’t be where we are today without them.

 

What does this mean for our employees?

 

You can’t have great culture without great people.

 

Being placed on a Top Workplaces list for five consecutive years is truly amazing and, really, it’s because WHR Group takes the feedback it receives from its employees and acts on it. “There’s been many things that we’ve done over the years, but I think one of the biggest things that continually gets developed is our communication with our staff,” according to Penneau.

 

WHR Group’s passion has always been Advancing Lives Forward. We embody this not only for our client’s transferees, but for our employees. We look to challenge, engage, and drive our employees to be successful, to grow in their careers, and provide opportunities for them to do so.

 

What does this mean for you?

 

We’re all about putting the right people in the right positions and when we hire someone we are looking to see if they’re hardworking, proactive, trustworthy, and most importantly, empathetic. At WHR Group, we believe relocation can be taught, but to be an empathetic person, that is inherent by nature.

 

“What WHR Group does, is pretty simple, we Advance Lives Forward. That’s what we’re about. Whether it’s our clients, whether it’s our transferee, whether it’s our own employees, whether it’s the vendor partners that we work with, we want to make things better than they were when we got them, and that’s what we feel that we do,” said Paul De Boer, President at WHR Group. “We help people through a very significant, emotional life event – that’s changing the location where they live, where they have roots, where they’re grounded in a community. To be able to take them from that point to a new point, get them settled, get them established, in a very good manner and in a very customer service and customer centric way – that’s what we do and that’s what we deliver on.”

 

WHR Group emphasizes relationship building, both within our organization and outside of it. Our employees truly are behind our success and our growth year over year. The Top Workplaces award is special to us, but not as special as the employees who made it happen. So, here’s to WHR Group’s employees: Thank you for being fantastic.

See the common core values of all WHR Group employees that allow us to achieve an award winning culture.