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Second CheckMATE survey complete, productivity, morale central focus

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  • By Brandice J. Armstrong
  • Staff Writer
TINKER AIR FORCE BASE, Okla. --  The 76th Maintenance Wing recently tallied the results from the second round of CheckMATE Q12 surveys. The study, which examines the link between morale and productivity within the workplace, proved beneficial.

Dubbed "CheckMATE" by Air Force Materiel Command, the initiative provides supervisors with an outline to study and create an engaged and efficient workplace.

"Our organization took the results of this survey seriously," said Daniel McCabe, 76th MXW Quality Assurance Office chief. "All supervisors were engaged, held meetings with employees to see how we can improve the organization, and made dedicated action plans to improve all areas."

The initiative was first introduced to the maintenance wing in November 2008 as a 12-question survey known as "CheckMATE Q12." Modeled after a familiar questionnaire by a globally-known research company, the survey proposed questions in four categories -- "What do I get?" "What do I give?" "Do I belong?" and "How do we grow?" -- to determine an employee's feeling of self-worth in the workplace. Participants answered questions using a five-point scale with choices ranging from "strongly agree" to "strongly disagree."

"The impact of a well-executed CheckMATE program is exposing supervisors to a collaborative method of achieving higher levels of wellness and engagement at the individual, work-unit and enterprise level," said Troy Hanneman, 76th MXW chief of Workforce Development and Training Element. "CheckMATE Q12 is one of a number of tools that enhance the Oklahoma City Air Logistics Center strategic goals -- develop and care for our people to enable success."

The second survey followed an impact-plan phase and included an additional three questions to reference that stage. Introduced in March 2009, the impact-plan phase identified one weak spot and one strength based on a unit's individual findings. Once identified, units pinpointed ways to improve the two areas.

As a direct result of the impact-plan phase, Mr. McCabe said his unit created action plans and improved recognition, formally and informally.

"Action plans don't have to be complicated. We developed a supply spreadsheet where employees could request office supplies and see if they have been ordered," he said. "When you do simple things to take care of your people, they take care of the mission."

(Troy Hanneman contributed to this article.)