Understand what the underlying causes are of hotspots in the Employee satisfaction survey. Involve different target groups to discuss the results identifying the most important key issues, root causes, conditions for improvement and solutions they suggest to focus on.

Synthetron helped a major oil company to address key concerns following their Employee Survey, April 2005 (case)Synthetron helped  the management to 1) prioritise the issues and solution areas 2) unveil some important issues that would not have been addressed otherwise and 3) realise that some initial hypothesis of root causes were after all not that important.

Understand what the underlying causes are of Organisational Development problems. Involve entire team to identifying together anonymously the most important key issues, their root causes, conditions for improvement and solutions.

Synthetron helped this way a service company to engage an entire department in self analysis, calibrating amongst themselves the arguments and build a sense of ownership and commitment in identifying the ways forward

Involve different groups of employees to get a view on satisfaction levels and the sense of urgency / need for change. Understand what drives satisfaction and dissatisfaction with different segments of employees and identify the practical solutions they themselves suggest as well as understand the more structural changes required.

Synthetron helped a major hospital complex in Belgium to identify the current level of satisfaction an the need for change/ improvement involving in separate discussions the nurses of the 7 different sites, the central service,  the logistic and pharmaceutical support, the doctors and the cleaning staff.

Synthetron has been successful in helping a company to deep understand what the key reasons were for the high difference in defection rate between man and woman. Synthetron discussions were held separately for man and woman each with the same discussion script covering career perspective, main attractively, tension- and breaking points and suggestions to improve retention. This generated a mirror image indicating clearly which aspects of working conditions were relevant for both, for one or for the other group and how the two groups differed in their appreciation.