October 2009
Intermediate to advanced
304 pages
5h 45m
English
Right before salesforce.com's IPO, we had about five hundred employees and $100 million in sales. We were interested in taking a snapshot of our company at this pivotal point so that we could see how things changed as we grew. The only way to get a truly 360-degree benchmark of our organization was to survey employees. Although I knew this was important, it was a difficult decision to commit to this effort. It would expose us to vulnerabilities, and the results would be a reflection on management. I thought employees would be skeptical as well. Would they perceive management as wanting to use the survey results for malicious reasons (to identify dissatisfied employees or to weed out weak ...
Read now
Unlock full access