The nature of the work itself, compensation and rewards, promotion and development, management, colleagues and the working environment.
First, longitudinal comparison. Employee satisfaction can comprehensively reflect the efficiency of a company's human resource management, so it is used by many companies as an assessment indicator of the human resources department, but we should also know that "employee satisfaction" is only a result indicator, and its greater value lies in the diagnosis. Therefore, companies should pay more attention to the continuous improvement of employee satisfaction, not just the level of satisfaction.
Second, horizontal comparison. Any organization is to survive and develop in a specific environment and a specific industry, and its management must also be combined with the external environment and industry characteristics. Wang Shi of Shenzhen Vanke once said: An enterprise is advanced one step ahead, and two steps ahead will become a martyr. In this sense, employee satisfaction is not as high as possible, in fact, the employee satisfaction of any enterprise will not be 100%, if there is such a company, then the boss of the enterprise must be dissatisfied. According to the "28 theory", it is 20% of the employees with excellent performance who create 80% of the value for the enterprise, if the employees with excellent and poor performance are satisfied, the employees with excellent performance will definitely be dissatisfied, and there are only two results: either the excellent employees choose to leave, or they also become inferior employees.
Third, structural comparisons. Structural comparison includes two aspects, on the one hand, it is a structural comparison from the perspective of employees, such as comparison according to the number of years of entry (length of service), job category, and job level, and its purpose is to find the difference in satisfaction of different types of employees. For example, in the case of Company Z, although the overall satisfaction is high, the core employees who really create value for the company are not satisfied, and only those employees in non-key positions are satisfied. On the other hand, it is compared from several different dimensions that affect employee satisfaction, and there are many employee satisfaction survey tools that compare the system, such as Hewitt, Huaxin Wyatt, Mercer and other human resource consulting companies will conduct global employee polls every year, although their structures are different, but they all contain five basic dimensions that affect employee satisfaction: the nature of work itself, salary and reward, promotion and development, superior management, colleagues and working environment.