Hi Guys,
Interested in your views on good organizational climate/culture surveys for a medium sized company (85 employees), who are looking to build their approach to customer service. The CEO is not interested in the Human Synergistic instrument. Any suggestions would be gratefully received.:p
From Australia, Canberra
Interested in your views on good organizational climate/culture surveys for a medium sized company (85 employees), who are looking to build their approach to customer service. The CEO is not interested in the Human Synergistic instrument. Any suggestions would be gratefully received.:p
From Australia, Canberra
May I suggest the Engagement Index. That is our survey process.
Assess employee engagement and discover how to improve it.
Employee engagement can be defined as an employee putting forth extra discretionary effort, and increased tenure with the organization. Research consistently demonstrates that engaged employees perform better, are more committed to their work, resourceful and creative. Employers with engaged employees generally experience higher profits, stronger revenue generation, increased customer loyalty, lower absenteeism, reduced accidents, and lower sick days.
Our assessments focus on increasing the productivity and tenure of (key) employees in a manner that creates healthier organizations both on and off of the balance sheet.
Three Central Tenets of our Employee Engagement Model for High Engagement
We strengthen an organizations performance and relationship with its employees because our assessments and processes are built on a foundation of these three core tenets:
• Clearer Connections: Individuals fortify commitment based on increasing the number and strength of the connections or mutually beneficial bonds with their work and environment.
• Improved Trust: Employees are able to be more present and focus on the needs of others, causing them to build high-trust relationships with internal and external customers.
• Increased Resourcefulness: Employees are able to see opportunities, as opposed to just managing risks, causing them to drive themselves and the business forward in an ownership manner.
Engagement Index Survey: Our survey is:
• Built around nine categories that have been determined by research correlated to employee engagement called Engagement Drivers.
• We can customize our surveys to capture key, unique aspects of a client company and add those to our core survey areas if the clients so desires.
• Typically our survey utilizes 50-80 items depending on the client situation
Our Analysis:
One of our differentiators is the support we offer pre and post survey to ensure participation and results. We analyze your data to provide the best ROI possible from the survey. Some factors we will review are:
• Core Factors. We define “Core” as a primary or essential factor in engagement. These are the basic necessities that must exist for employees to be productive in the work environment.
• Enriching Factors. Enriching factors are highly motivational and are much more values driven
• Impact Analysis. Once an organization determines where it needs to focus effort related to Core or Enriching factors, we then look at areas where it can get the most leverage for its actions.
• Demographic Reporting and Analysis. age, seniority, race, gender, job type etc. that can also yield a lot of insight into how best to leverage the results.
• Follow Up Recommendations. We not only provide recommendations on what to focus on, but we also use our Trust Engagement Follow Up Model to recommend how to follow up on the survey results.
Case Example:
We worked with a high tech firm. They were using a home grown survey that had too many questions, was not tied to research, and was not adding any value. The survey was seen mainly as an HR activity. They decided to make a change and they went with our survey the Engagement Index. The first year that we worked with them the feedback illustrated very low levels of Engagement. We were very clear with them about which issues were needed to be resolved in order to get an ROI from this process. We also helped them with follow up, focus groups, and action planning. Leadership was seen as a large portion of the issue. There was a real lack of trust in their senior leadership. First came a bit of shock, then regret, and then the excuses. We helped them process the feedback and they came to the realization that not only did the organization have to make changes, but their leadership had to as well. We have worked with them for four years now and their engagement levels have significantly improved. There leadership is now trusted, and people believe in the mission and direction of the company. Many employees shifted from being angry, complaining, sabotage – to pulling for the company even during difficult times. Financials had been going south, but one year into our efforts they were able to create an 11M positive shift in profit and the engagement numbers and financial numbers have continued to go in the right direction. They have taken the shackles off of their employee’s hands, allowed them to get back to work, and work passionately together along the way.
I am happy to provide you with more information.
You may learn more about me and my company a number of ways:
Flash Intro Page
<link no longer exists - removed>
The Engagement Factor Blog
TheEngagementFactor (bfederman) on Twitter
Brad Federman - LinkedIn
From United States, Germantown
Assess employee engagement and discover how to improve it.
Employee engagement can be defined as an employee putting forth extra discretionary effort, and increased tenure with the organization. Research consistently demonstrates that engaged employees perform better, are more committed to their work, resourceful and creative. Employers with engaged employees generally experience higher profits, stronger revenue generation, increased customer loyalty, lower absenteeism, reduced accidents, and lower sick days.
Our assessments focus on increasing the productivity and tenure of (key) employees in a manner that creates healthier organizations both on and off of the balance sheet.
Three Central Tenets of our Employee Engagement Model for High Engagement
We strengthen an organizations performance and relationship with its employees because our assessments and processes are built on a foundation of these three core tenets:
• Clearer Connections: Individuals fortify commitment based on increasing the number and strength of the connections or mutually beneficial bonds with their work and environment.
• Improved Trust: Employees are able to be more present and focus on the needs of others, causing them to build high-trust relationships with internal and external customers.
• Increased Resourcefulness: Employees are able to see opportunities, as opposed to just managing risks, causing them to drive themselves and the business forward in an ownership manner.
Engagement Index Survey: Our survey is:
• Built around nine categories that have been determined by research correlated to employee engagement called Engagement Drivers.
• We can customize our surveys to capture key, unique aspects of a client company and add those to our core survey areas if the clients so desires.
• Typically our survey utilizes 50-80 items depending on the client situation
Our Analysis:
One of our differentiators is the support we offer pre and post survey to ensure participation and results. We analyze your data to provide the best ROI possible from the survey. Some factors we will review are:
• Core Factors. We define “Core” as a primary or essential factor in engagement. These are the basic necessities that must exist for employees to be productive in the work environment.
• Enriching Factors. Enriching factors are highly motivational and are much more values driven
• Impact Analysis. Once an organization determines where it needs to focus effort related to Core or Enriching factors, we then look at areas where it can get the most leverage for its actions.
• Demographic Reporting and Analysis. age, seniority, race, gender, job type etc. that can also yield a lot of insight into how best to leverage the results.
• Follow Up Recommendations. We not only provide recommendations on what to focus on, but we also use our Trust Engagement Follow Up Model to recommend how to follow up on the survey results.
Case Example:
We worked with a high tech firm. They were using a home grown survey that had too many questions, was not tied to research, and was not adding any value. The survey was seen mainly as an HR activity. They decided to make a change and they went with our survey the Engagement Index. The first year that we worked with them the feedback illustrated very low levels of Engagement. We were very clear with them about which issues were needed to be resolved in order to get an ROI from this process. We also helped them with follow up, focus groups, and action planning. Leadership was seen as a large portion of the issue. There was a real lack of trust in their senior leadership. First came a bit of shock, then regret, and then the excuses. We helped them process the feedback and they came to the realization that not only did the organization have to make changes, but their leadership had to as well. We have worked with them for four years now and their engagement levels have significantly improved. There leadership is now trusted, and people believe in the mission and direction of the company. Many employees shifted from being angry, complaining, sabotage – to pulling for the company even during difficult times. Financials had been going south, but one year into our efforts they were able to create an 11M positive shift in profit and the engagement numbers and financial numbers have continued to go in the right direction. They have taken the shackles off of their employee’s hands, allowed them to get back to work, and work passionately together along the way.
I am happy to provide you with more information.
You may learn more about me and my company a number of ways:
Flash Intro Page
<link no longer exists - removed>
The Engagement Factor Blog
TheEngagementFactor (bfederman) on Twitter
Brad Federman - LinkedIn
From United States, Germantown
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Organizational Climate & Culture.ppt
Organizational Climate Questionnaire- rensis likert.docx