Do you like your boss?

Dalibor Šumiga Behavioral marketing/Neuromarketing, Marketing

This is not a blog about romantic relationships….

Every serious company at some point does the test on the satisfaction of its employees – what do they think about the company and about each other…

Most of the time those are classical surveys, which means that employees have enough time to reconsider their answer.

When it’s about interpersonal relationships between the team members, it’s understandable that everybody wants to be on good terms with their colleagues and that nobody wants to be on somebody’s blacklist. That’s why in classical surveys ratings are always slightly higher than they actually should be.

Taught by this experience, we decided to do an experiment measuring the perception of team members both by a standard survey (Likert scale) and by an implicit survey we are doing with our own software for subconscious measurements. You can read more about the methodology of our software here.

THE EXPERIMENT – WHO IS PROACTIVE IN YOUR TEAM?

We gave a task to a team of 8 people working together to evaluate on a scale from 1 do 5 how proactive their colleagues (other 7 team members) are.

The results we got looked like this:

Can you guess which of the columns on the picture above shows the result of the team’s boss? You can guess only once . :-)

Of course, the first column (#1) shows the boss’ results. :-)

After the classical survey, team members had the subconscious survey in which they were exposed  to photos of their team members and the association “proactivity” at the same time.

This is how the results looked like compared to the classical survey:

Look at the results for “the boss”. :-)

If you look at the results of other team members, you will notice that most of them have lower results in the subconscious (implicit) testing, which is logical because here you cannot modify your answer, while you can easily do it in the classical survey.

Although we mostly use subconscious measurement of perception for testing marketing and sales messages, TV commercials, product packages and similar, a series of tests and evaluations of their validity showed us that human resources can also benefit from neuromarketing regarding the measurement of personal perception of employees, but also in measurement of the perception of one’s own company and its values.

People are the greatest value of the company, and often, because of the fear, respect (or both at once), individual personality traits (introvert, extrovert), they won’t openly communicate what’s bothering them. Neuromarketing can add another “layer” of information which is much harder to obtain on the conscious level.