Welcome to #WeAreGreenKey, where we shine a spotlight on our powerhouse team. 

Last week, we met up with Angela Singh, Office Manager in Corporate Human Resources at Green Key. Angela first joined Green Key five years ago and has since been a key member of the HR team. She details how she came to her position and the care and support she’s receiving from Green Key over the years.

How did you first get your start in Human Resources? 

I joined Green Key five years ago, originally as a receptionist. It was a traditional role working at the front desk, but I saw room for improvement in certain areas. Because I had a background as an Executive Assistant, I was very detail oriented. I took the initiative to change the way things were being organized and executed, which was recognized by the Partners. Eventually I moved my way up to Office Manager, where I am today. 

What does the day of an Office Manager entail? 

The day is never the same. I wear many hats, from facilities to logistics, from accounting to inventory management. But the most important part of my role is supporting my team. When something has to be done for the back office or companywide, I’m there to make sure it gets done efficiently and in a timely manner. There is never a dull day! 

What is your favorite aspect of working at Green Key? 

It’s the people I work with at Green Key. We’re not just a company where you simply come in and work your 9-5. The people here truly build a relationship with you and take your suggestions. Last year, I went through an illness, and everyone has been exceptionally caring about it. They want the best for me both personally and professionally. It’s not just about numbers at Green Key and that makes a huge difference to me. The values of connection and authenticity here are more than just words. 

Anyone interested in the administrative teams at Green Key should know that we invest in you. This is a company that listens to you and helps you move up in your career. 

Why should someone want to work at Green Key? 

Green Key highlights your talent. When they find where you shine, they let you handle and run with it. They allow you autonomy and the wings to fly.  By giving you that space to grow and not keeping you in a box, there is increased productivity and retention. Loyalty and work ethic stem from that quality.  

What are your professional goals going forward? 

I am hoping to go for my MBA one day. I love administration, but I also love numbers and analytics. So, I am hoping to transition to the accounting side and get that ball rolling. 

Jun 6, 2023

How to Create Employee Surveys With Business Impact

December 17th, 2020

Surveys are as much a part of the human resources lifecycle as open enrollment and annual reviews. Unfortunately, so many surveys are little more than checklist exercises that rarely make a difference.

“Organizational surveys are at their best when they provide more insight than just the current state of engagement,” writes Dr. Sarah Johnson on TrainingMag. Yet too many surveys “do little to provide new insights or prompt the organization toward meaning improvements.”

That can be fixed, says Johnson, VP of enterprise surveys and analytics, Perceptyx, with “a few simple changes.”

Her article, “3 Simple Ways to Improve Your Employee Surveys,” explains how HR professionals can create a survey program that is meaningful and makes a positive difference.

Despite the title, Johnson’s suggestions, are not snap-your-fingers simple. They require research to craft a survey that will deliver results that matter, then distilling the data into a presentation that managers will embrace and use to create action plans they will actually implement.

In creating the survey, Johnson says to set aside the usual advice about keeping the survey brief:

“While that may make some sense if all we want to do is collect data to track a metric, it doesn’t do much to create survey impact. Surveys have impact if they collect data on issues that matter to the organization and when they provide insights into critical challenges that lead to problem solving.”

Gather information on the daily challenges managers and employees face, she advises. Review the company strategy and involve senior leaders to discover what information would be of greatest value to them.

Craft your survey based on the company needs.

Once the survey data is gathered, Johnson says it’s critical to make it easy for managers to understand and communicate the results to their employees. She suggests creating a dashboard that describes the key takeaways and findings. Put together a presentation-ready set of results and talking points for the managers.

Then, she says, help them put together an action plan to address the issues. “Encourage managers to adopt a 3-step process to action planning:

  1. Identify 1 issue from the survey results.
  2. Plan 2 actions to address it.
  3. Follow up with the team 3 times to discuss the progress of the action plan.

Her third recommendation for improving the value of surveys is to combine the results with data HR already has in the HR information system. That, says Johnson, provides all the analytical tools you need to develop insights around such HR issues as turnover, productivity and the customer experience.

“Think of your organization’s survey program as not only a valuable tool that helps managers troubleshoot organization challenges and engage with employees to implement improvements, but also as the engine for an HR analytics program.”

Photo by Celpax on Unsplash