Employee Satisfaction Survey
June 24, 2024
There seems to be a new trend sweeping through the governance landscape of Curaçao: the satisfaction survey, or more specifically, the employee satisfaction survey. This type of survey asks employees how satisfied they are with various aspects of the organization, including its leadership. It is nothing new; it is used worldwide, but it hasn't been utilized here for quite some time. In 2011, when I was rector magnificus, this tool was also used against me. Around 2010, three types of investigations were commonly used to oust leaders: operational audits, employee satisfaction surveys, and forensic investigations. Nowadays, baseline measurements and satisfaction surveys are more common. However, as with many things here, we often misunderstand or misapply these tools. For instance, some organizations may use the survey results as a basis for punitive actions against leaders rather than as a constructive feedback mechanism.
The effectiveness of an employee satisfaction survey is heavily influenced by the culture in which it is used. In a mature culture, it can be a reliable instrument. However, in Curaçao, with its plantation culture, the survey is seen as an opportunity for the 'plantation' to revolt, often with valid reasons. There's a misconception that management's role is to please the employees when, in fact, they should simply be good employers. If an employee is dissatisfied, they should seek other opportunities. This misunderstanding is widespread, with few recognizing it.
However, there is hope. This week, union leader Juan Lourens appeared on television in Punto Final. I have never met the man personally, but Lourens explained why satisfaction surveys do not work. He has seen them on Bonaire; if I paraphrase him correctly, they lead to fanaticism, a division into camps, and the organization never coming together again after such a survey.
Just before Lourens' appearance, news broke that the satisfaction survey at Betèsda had been completed. However, the director had already resigned, and a new director was on the way. It seems she didn't want to wait for the survey results, especially after an earlier investigation into her handling of extra subsidies cleared her of any wrongdoing. This situation at Betèsda is a clear example of how the survey's results can be misinterpreted or misused, leading to ineffective governance and management, a situation that should raise concerns.
I have never met the woman and have hardly commented on Betèsda. However, I think that governance and management tools are creatively employed here. So, I was surprised when a woman in the supermarket suddenly approached me and claimed I had defended the director. She first heard it from someone else and then read it somewhere. I could emphatically and angrily state that I had not defended the director because I did not know her and that she would not win the Manager of the Year award. That does not change the fact that governance-wise, the situation was not handled well either. So, it could be a better situation in terms of both management and governance and how everything was handled has solved nothing. A situation has been created where any director can only manage by the grace of the union, the minister, and the staff, highlighting the complex power dynamics in the organization.
Miguel Goede
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