Assessments and Measurements

Assessments and surveys are administered pre and post most coaching, learning and training programs to measure the following elements for individuals, teams, departments or the organization itself. Additionally, some measurements can be administered at any time to obtain a baseline from which to evaluate the effectiveness of an intervention or other organizational change.

  • Emotional and social intelligence competencies; emotional management
  • Social attitudes, relationships at work
  • Commitment to professional development
  • Goal clarity
  • Communication effectiveness
  • Confidence in the organization; outlook
  • Perceptions of management
  • The working climate; self-expression
  • Job satisfaction, intent to leave
  • Team effectiveness
  • Productivity, ability to focus
  • Role clarity
  • Organizational coherence
  • Leadership style / Managerial style
  • Stress symptoms
  • Resilience
  • Psychological well-being

Leadership and Managerial Competencies - 360° Assessments

Executive Leadership Competency Portfolio 360° Assessment

The Executive Competency Portfolio is a 360° online assessment tool that measures 11 key competencies critical to effectiveness in senior manager or executive roles.

A competency is a measurable characteristic of a person that is related to effective performance in a specific job, organization, or culture. These characteristics are defined through empirical research. These characteristics are defined in terms of behaviors – those thoughts and actions of outstanding performers. Because competencies are behavioral, they can be developed.

This Portfolio was derived by an in-depth analysis of competencies of outstanding senior level managers by The HayGroup, identifying those competencies that are most critical in defining excellence in a wide variety of senior management roles across industry.

The Four Key Competency Areas:

Building Commitment

  • Team Leadership
  • Directiveness
  • Executive Maturity
  • Impact and Influence

Driving for Success

  • Results Orientation
  • Decisiveness

Sharpening the Focus

  • Information Seeking
  • Conceptual Thinking
  • Strategic Orientation

Personal Commitment

  • Integrity
  • Organizational Commitment

This assessment tool provides precise and focused feedback about individual strengths and specific competencies where development is needed. Development guidelines for 11 competencies are provided to indicate where focus is needed for behavior change to enhance one’s overall performance.

The Executive Leadership Competency Portfolio incorporates perspectives from others selected to provide feedback on a series of research-validated behaviors that are most likely to make a performance difference in the role of an executive.

Each competency is defined in terms of four behavior levels. Level 1 is the most basic level of performance and Level 4 is the most sophisticated. For each competency, Level 3 is defined as the target level. Level 3 behaviors typically define excellence in managers’ jobs.

Contact us for more information or to request a sample of this tool.

Leadership Fundamentals 360° Assessment

The Leadership Fundamentals is a 360° online assessment tool that measures 13 key competencies critical to effectiveness as managers – those that directly impact execution every day. This tool is geared toward new managers and supervisors.

Based on The HayGroup’s research into how managers make a difference in team performance, this tool measures those competencies that set outstanding supervisors apart. A competency is a measurable characteristic of a person that is related to effective performance in a specific job, organization, or culture. These characteristics are defined through empirical research. These characteristics are defined in terms of behaviors – those thoughts and actions of outstanding performers. Because competencies are behavioral, they can be developed.

The Competency Clusters:

Managing Yourself

  • Emotional Self-awareness
  • Accurate Self-assessment
  • Self-Control

Managing The Work

  • Results Orientation
  • Initiative
  • Problem Solving

Managing Your Team

  • Developing Others
  • Holding People Accountable
  • Self-Confidence

Managing Collaboratively

  • Impact and Influence
  • Interpersonal Understanding
  • Teamwork and Cooperation

Each competency is defined in terms of four behavior levels. Level 1 is the most basic level of performance and Level 4 is the most sophisticated. For each competency, Level 3 is defined as the target level. Level 3 behaviors typically define excellence in managers’ jobs.

Contact us for more information or to request a sample of this tool.

MCP™ – Managerial Competency Portfolio 360° Assessment

For mid and first-level managers

The MCP is a competency development instrument structured as a multi-rater 360° feedback tool designed to assess the competencies of managers.

Mid- and first-level managers have always played a critical role in organizations. Critical in guiding and directing front-line workers to success, the impact of outstanding managers on revenues and profits is well documented.

The working world has changed radically in many organizations over the past twenty years. Organizations are flatter, whole levels of management have been eliminated. Increased focus on the customer and rapid response to problems and opportunities has made the manager a vital resource in solving problems. Managers used to focus on problems that occurred within their area; increasingly, they work on issues that cut across the entire organization.

This Manager Model was derived by an in-depth analysis by The HayGroup of competencies of outstanding mid- and first-level managers, identifying those competencies that are most critical in defining excellence in a wide variety of management roles across industry. Based on research into how managers make a difference to team performance, this tool measures those competencies that set outstanding managers apart.

The Competency Clusters:

Managing Yourself

  • Empathy
  • Self Control
  • Self Confidence

Managing Your Team

  • Developing Others
  • Holding People Accountable
  • Team Leadership

Managing The Work

  • Results Orientation
  • Initiative
  • Problem Solving

Managing Collaboratively

  • Influencing Others
  • Fostering Teamwork

Each competency is defined in terms of four behavior levels. Level 1 is the most basic level of performance and Level 4 is the most sophisticated. For each competency, Level 3 is defined as the target level. Level 3 behaviors typically define excellence in managers’ jobs.

This development instrument provides precise and focused feedback about individual strengths and specific competencies where development is needed. The Manager Competency Portfolio encourages managers to draw on their strengths, and sets out specific target levels that they can aspire to.

The MCP incorporates perspectives from others selected to provide feedback on a series of research-validated behaviors that are most likely to make a performance difference in the role of a manager.

Contact us for more information or to request a sample of this tool.

Sales Manager Competency Portfolio - 360° Assessment

Use the Sales Manager Portfolio to assess the people leading your sales force. HayGroup research in numerous organizations highlights the importance of the sales manager role and the dangers of promoting outstanding salespeople into it. Many new managers continue to do what they do best – sell – leaving their sales teams unfocused and de-motivated.

This tool measures those competencies that are critical for success in the sales manager role, organized into three key areas:

The Competency Clusters:

Managing Yourself

  • Empathy
  • Self Control
  • Self Confidence

Managing Your Team

  • Developing Others
  • Holding People Accountable
  • Team Leadership
  • Fostering Teamwork

Managing The Sales Proces

  • Results Orientation
  • Initiative
  • Customer Service Orientation
  • Influencing Others

The sales manager portfolio encourages managers to draw on their strengths, and sets out specific target levels that sales leaders can aspire to.

Contact us for more information or to request a sample of this tool.

Click here for Sales Competency Portfolio - 360° Assessment for the behaviors that drive sales performance.

Emotional Intelligence and Social Intelligence - 360° Assessments

ESCI™ – Emotional and Social Competency Inventory 360° Assessment

Or ECI™ – Emotional Competency Inventory

Emotional and Social Intelligence describes the behaviors that sustain people in challenging roles, or as their careers become more demanding, and it captures the qualities that help people deal effectively with change. Based on decades of research, across hundreds of roles and organizations, the ESCI model describes 12 competencies that differentiate outstanding from average performers. The Emotional and Social Competency Inventory is authored by Richard Boyatzis, Ph.D., Daniel Goleman, Ph.D. and Hay Group and corresponds with the emotional intelligence model introduced in Daniel Goleman’s Working With Emotional Intelligence.

Emotionally intelligent leadership delivers results. Research has confirmed a significant performance gap between leaders who display the qualities of emotional intelligence and those who don’t. The ESCI is a multi-rater 360° feedback tool designed to assess the emotional and social intelligence competencies of individuals and organizations.

This assessment tool provides precise and focused feedback about individual strengths and specific competencies where development is needed. Development guidelines for 12 competencies are provided to indicate where focus is needed for behavior change to enhance one’s emotional intelligence and overall performance. Feedback from the ESCI provides data on the behaviors that matter and is applicable to any leadership or professional role.

The ESCI clusters highlight four distinct areas of ability:

Self-Awareness

  • Emotional Self-Awareness

Social Awareness

  • Achievement Orientation
  • Adaptability
  • Emotional Self-control
  • Positive Outlook

Self-Management

  • Empathy
  • Organizational Awareness

Relationship Management

  • Conflict Management
  • Coach and Mentor
  • Influence
  • Inspirational Leadership
  • Teamwork

The ESCI incorporates perspectives from others selected to provide feedback, on a series of research-validated behaviors that profile emotional and social intelligence.

Contact us for more information or to request a sample of this tool.

Workforce Audit

Organizations can use the ESCI to diagnose an entire team, department or organization, profiling its overall strengths and development opportunities. Pooling the individual assessments of an entire work unit provides a comprehensive profile of the organization's emotional intelligence. This Workforce Audit can reveal key gaps that may be limiting performance effectiveness.

Administration Process:

Step 1: Pre-assessment meeting (approx. 1 hour). Consultant meets with the candidate or group who will be receiving the assessment. The purpose of this session is to explain the objective and benefits of the ESCI, review the administration process and answer questions. Participant identifies his/her feedback providers/raters to provide anonymous feedback in Step 2. Note: this is not an Emotional Intelligence overview or educational session; see below for more information about that component.

Step 2: Administration - Each participant and all raters (feedback providers) will receive an e-mail with special passwords to access and complete the assessment. The ESCI is administered on-line, with complete anonymity.

Step 3: Delivery of report and feedback session - In approximately 3 weeks, the feedback reports are ready. Consultant meets with each participant to review his or her feedback report. Each one-to-one feedback session is 2.5 to 3 hours. Participant then takes time on their own to review the feedback report and insights from the feedback session at their own pace over the next week.

Phone follow-up: Within a week, a 30-45 minute phone session is conducted to answer any new questions and provide further clarification on insights from initial feedback session.

Step 4: Development planning - Consultant meets with each participant to identify their development goals and objectives and, if desired, schedules individualized coaching (Step 5). Approx. 1.5 - 2 hour meeting. This session can alternatively be done via phone.

Step 5: Individualized coaching with identified staff members; 6 – 18 mths.

Process when part of Comprehensive Development Program for building EI competence in Leadership: If your organization or group is engaging in our comprehensive learning and development program, the five-step process listed above is integrated into the program.

Overview session on Emotional Intelligence and Leadership:
Typically, prior to a group of participants completing the ESCI, they will have attended an Overview or Introductory session about Emotional Intelligence and Leadership. These sessions vary in length from 2.5 hours to half-day to a full day and are designed to introduce participants to the background research on emotional intelligence, the foundational competencies, and the relevance to their success in the positions they hold. Time is taken to identify the linkages between the EI competencies and your organization’s business goals, performance competencies and core values.

When participants, and especially their feedback providers/raters, have completed this overview session they are able to answer the ESCI questions from a more knowledgeable perspective and the subsequent feedback they provide is typically more accurate.

Competency Behavior Inventory
Use the Competency Behavior Inventory (CBI) to assess and develop your professionals and individual contributors. Based on HayGroup research from numerous organizations this tool measures those competencies that differentiate outstanding from typical professionals.

They are organized into four key areas:

The Competency Clusters:

Individual Excellence

  • Achievement Orientation
  • Initiative
  • Self Confidence           
  • Customer Service Orientation

Leading Others

  • Team Leadership
  • Integrity
  • Holding Others Accountable
  • Developing Others

Working With Others

  • Empathy
  • Impact and Influence           
  • Organizational Awareness
  • Teamwork & Cooperation

Solving Problems

  • Information Seeking
  • Analytical Thinking
  • Conceptual Thinking

The CBI is best used with individual contributors and professionals. However it can also be used with supervisors and managers to provide feedback for long-term development. It assesses 15 competencies, measuring effectiveness in a wide variety of roles, and indicates specific target levels to highlight professional contributors’ strengths.

Contact us for more information or to request a sample of this tool.

Leadership and Managerial Style

Everyone can recall their best manager – and their worst – and the specific things they did to boost (or dent) morale and performance. This workbook gives managers a chance to understand, and improve, their own managerial style. Hay Group has identified six styles that managers use to bring out the best in their teams. By matching the right style to a given situation, managers can make a positive impact on the business.

The MSW is a simple tool that introduces the six managerial styles, which are:

Use the managerial style workbook (MSW) to help your managers:

This workbook gives managers a chance to understand their own managerial style, reflect on whether it suits the situations they face, and make appropriate changes.

It enables managers to identify their intentions and think about whether they are using the managerial styles to best effect. The MSW is most effective when used in conjunction with the Organizational Climate Workbook as managerial style impacts the climate a manager creates for their team.

Contact us for more information or to request a sample of this tool.

Growth Factor Inventory – identify future leaders
Find your future leaders. The workforce is shrinking, the ‘baby boomers’ are seeking retirement and the competition for talent is intensifying. To find new leaders, you need to look within your organization. But strong performance is not a reliable indicator of leadership potential. By looking beyond performance in a current role to future potential, the growth factor inventory helps you identify precisely who you should target for development.

What is a “growth factor”? A growth factor is a characteristic of a person that is related to responsiveness or commitment to professional development.

Use the GFI to:

It is often difficult to make the distinction between current performance and future potential. This means managers can overlook future leaders – or back the wrong candidates. The GFI is based on in-depth research by The HayGroup and findings in leadership performance and adult learning and potential. It measures four qualities that define an individual’s readiness to stretch beyond their current role and enable managers to make the most of developmental opportunities – from mentoring, through stretching assignments, to formal executive development programs. As managers move up in the organization, these factors differentiate those that can become outstanding leaders.

Importantly, these factors are focused on the long term development of leadership potential – not on immediate results in an individual’s current job. In fact, the factors provide a ‘reality check’ to negative evaluations of an entry-level employee. Some supervisors, for example, might evaluate neutrally or even negatively a junior who asks challenging questions beyond their immediate responsibilities – yet those questions can be signs of a strong potential for growth.

The Growth Factor Inventory provides your organization with valuable, carefully calibrated insights. It is remarkably simple to administer and its results can be easily understood. There are two versions of the GFI: the first is a self and manager evaluation; the second expands to include peers and colleagues. The manager’s report also contains growth factor data across a whole team to support development decisions.

Separate, easy to read reports are given to individuals and managers. They provide information on the purpose of the Growth Factor Inventory and the four growth factors themselves. The manager’s report contains growth factor data across a whole team to support sound development decisions, with guidance on how to interpret and use the results. Individual reports summarize both the individual’s own self-rating and the ratings provided by their manager or managers, and provide a context for understanding the results along with general suggestions for further development.

Contact us for more information or to request a sample of this tool.

Influence Strategies Exercise

Understanding the techniques people use to influence colleagues and key decision makers will help them make their point more effectively – and get the results they need.

Use the influence strategies exercise (ISE) to:

• help your professionals and leaders to understand themselves better
• widen their repertoire – the behaviors they use to influence others
• enhance one-to-one coaching and group development programs
• complement other 360º feedback resources to provide a bigger picture of individual behavior and impact.

We’re all under pressure to get things done more effectively. This exercise helps people to identify the influencing strategies they use and evaluate how effective they are. By understanding this, they can improve their ability to influence others and achieve workplace objectives. In 1959, French and Raven published a historic study of managerial power, which inspired researchers and theorists to study influencing tactics. Hay Group combined these studies with 15 years of its own applied research to identify the most common and effective strategies for influencing others.

These are the specific behaviors that help us influence most successfully.

The influence strategies exercise (ISE) is a quick, easy-to-use tool that comes in the form of a paper-based booklet or an online tool. It helps individuals identify the strategies that they tend to use, evaluate their effectiveness and developing alternative strategies where needed. There is also a feedback questionnaire so that individuals can learn how others perceive their influencing behavior.

Contact us for more information or to request a sample of this tool.

Values

Personal Values Questionnaire

Why do people do what they do? What do people look for in their work? What tells us that we’re doing something that matters? If people’s values are out of step with their work, they will be less happy and productive. Deeper insight into what’s important to them can help people maximize the fit between their values, their job and their organization.

Any mismatch between personal values and job demands can hit your organization, cutting productivity and raising staff turnover. If managers know where gaps exist, they can close them by reassigning employees to other departments or roles, developing employees within their existing roles, or redesigning jobs.

Based on the research of the renowned psychologist Dr David McClelland, the HayGroup designed the PVQ to guide people through various steps to measure the importance they attach to three social values: achievement, affiliation and power. These values – or conscious drivers of behavior – explain the extent to which we want to achieve tasks or standards, maintain close, friendly relationships or have an impact on others. The personal values profile will describe how people rate these values at a conscious level. (Note: the Picture Story Exercise is used to measure the corresponding sub-conscious motives – the need for achievement, affiliation and power that shape people’s social behavior).

Use the personal values questionnaire to:

Contact us for more information or to request a sample of this tool.

Behavior Style – DiSC®

DISC is the four quadrant behavioral model based on the work of William Moulton Marston Ph.D. (1893 - 1947) to examine the behavior of individuals in their environment or within a specific situation. DISC looks at behavioral styles and behavioral preferences. Marston, the father of the DISC, was a graduate of Harvard University. Among his contributions in his profession Marston was a consulting psychologist, researcher and author of five books, which he either wrote or co-authored. He was published in the American Journal of Psychology, The Encyclopedia of Psychology, and The Encyclopedia Britannica.

Marston’s 1928 “Emotions of Normal People”, introduced DISC theory to the public. He defined four categories of human behavioral styles, types or temperament, now know as "D" for Dominance-Drive-Direct, "I" for Influence (Marston chose the term inducement, "S" for Steadiness or Stability (Marston used submission) and "C" for Compliant, Conscientious, or Cautious, (Marston used compliance). Interestingly enough Marston never developed his D.I.S.C. theory into the present four quadrant model, yet now a days DISC has become one of the most popular and user friendly four quadrant models for understanding behavioral styles and personality types, with various companies offering models with quadrants, circles, wheels, and diamonds to graphically represent the positioning of these behavioral and personality styles and types.

D – Dominance: Emphasis on shaping the environment by overcoming opposition to accomplish results
I – Influence: Emphasis on shaping the environment by influencing or persuading others
S – Steadiness: Emphasis on cooperating with others within existing circumstances to carry out the task
C – Concientiousness: Emphasis on working conscientiously within existing circumstances

DiSC profiles help individuals and teams:

DiSC is a registered trademark of Inscape Publishing. For just about 40 years DISC has continued to evolve. From Marston's original development of the D.I.S.C. model; to the research conducted by the University of Minnesota's Dr. John Geier's and his creation or the first DISC personality instrument offered through Performax Systems Int'l, which later becoming Carlson Learning Company, who offered the DiSC® Personal Profile System™ and is now Inscape Publishing with the latest incarnation of the original disc profile, called the DiSC Classic™ Profile the continuous development and validation of the DiSC profile remains foremost.

Contact us for more information or to request a sample of this tool.

Resilience

Resiliency Map®
Resilience is the ability to bounce back after failures, disappointments or setbacks; to be adaptable and flexible; and to incorporate life experiences into new ways of thinking, feeling and acting. Constant and relentless pressures can wear us down, burn us out, or hurt us physically and mentally. But once we learn how to use resilience, our resilient natures can buoy us during setbacks or times of difficulty, and bring us health and personal vitality throughout our lives.

Essi Systems®' Resiliency Map® moves beyond stress and burnout to help you explore your resiliency demands, assets and current levels of functioning. Resiliency Map pinpoints your strengths and vulnerabilities, detects areas of caution and strain, and helps you chart new strategies for enhancing personal health and overall performance. Resiliency Map includes a comprehensive questionnaire, scoring grid and interpretation guide that measure resiliency factors, pinpoint your strengths and vulnerabilities, and bolster a "take charge" attitude.

Resiliency Map Features

Resiliency Map Benefits

Resiliency Map is a registered trademark of Essi Systems, Inc.

Contact us for more information or to request a sample of this tool.

Team Effectiveness

Team development programs include surveys and assessments to measure how the team perceives itself on a number of attributes of high-functioning team behaviors and performance outcomes. Depending on the structure of team, appropriate instruments are selected to capture the team’s perception of its functioning in some or all of these elements:

Sales Competency

Do you ever wonder what your top sales people have that the rest of your sales people do not?
Hay Group's extensive research has shown that the most successful sales people share distinguishing competencies.
What are those competencies?

How can you determine if your sales people possess these competencies?
Use the Sales Manager Competency Portfolio and Sales Competency Portfolio to determine the combination of competencies most important to the success of your sales managers, salespeople and, ultimately, your organization. Understand what makes your sales people successful, and apply that knowledge to:

Sales Manager Competency Portfolio - 360° Assessment
Use the Sales Manager Portfolio to assess the people leading your sales force. HayGroup research in numerous organizations highlights the importance of the sales manager role and the dangers of promoting outstanding salespeople into it. Many new managers continue to do what they do best – sell – leaving their sales teams unfocused and de-motivated. The sales manager portfolio encourages managers to draw on their strengths, and sets out specific target levels that sales leaders can aspire to.

This tool measures those competencies that are critical for success in the sales manager role, organized into three key areas:

The Competency Clusters:

Managing Yourself

  • Empathy
  • Self Control
  • Self Confidence

Managing Your Team

  • Developing Others
  • Holding People Accountable
  • Team Leadership
  • Fostering Teamwork

Managing The Sales Process

  • Results Orientation
  • Initiative
  • Customer Service Orientation
  • Influencing Others

Contact us for more information or to request a sample of this tool.


Sales Competency Portfolio - 360° Assessment
Use the sales portfolio to assess the people in your sales force, and to emphasize and develop the behaviors that drive sales performance. Based on research by the HayGroup from numerous organizations this tool measures those competencies that differentiate outstanding from typical salespeople.

They are organized into three key areas:

While this tool can be used with a wide variety of sales roles, it is geared to those who need to sell through relationships. It encourages salespeople to draw on their strengths, and sets out specific target levels that they can aspire to.

The Competency Clusters:

Managing Yourself

  • Self Control
  • Self Confidence
  • Resilience

Managing The Sales Process

  • Results Orientation
  • Initiative
  • Information Seeking
  • Problem Solving

Managing The Customer Relationship

  • Empathy
  • Networking
  • Influencing Others
  • Customer Service Orientation

Contact us for more information or to request a sample of this tool.

Learning Style and Problem-solving style


Kolb Learning Style Inventory (LSI)
Use the Kolb learning style inventory (LSI) to help your employees:

As a leader in a group you need to be aware of your own learning style, because it has implications for the impact you make on the team. Understanding your learning style will also reveal your problem-solving style. Without acknowledging your own style you may encourage your team to focus on issues from a certain perspective and miss the opportunities that result from different approaches. A team has a collective learning style all of its own. For example, if you have a group of sales managers who all share a preference for action, they are less likely to stop and think about the underlying framework and rationale for their actions (with a tendency for headless chicken syndrome!). As their leader, your job is to guide this group and help them to understand the strengths and potential weaknesses or blind spots associated with their learning styles.

The Kolb LSI can help you look at your own learning style and problem-solving style, and those of your team so you’re better able to tune into the needs of others, to the aims of the group and to the optimal way of using your collective time, resources and capabilities.

Based on experiential learning theory, the learning style inventory was developed by David Kolb Ph.D. with research that began in 1971. It identifies four phases in the learning process.

Everyone has a tendency to learn from one of these preferred phases. The Kolb LSI helps your employees understand their unique learning preference and develop a well-rounded approach to their learning and problem solving.

Four learning styles:



Boyatzis-Kolb Learning Style Profile (LSP)

Match the skill to the job. Understanding learning skills can help people ensure that their personal skills suit the demands of their job.

Use the Boyatzis-Kolb learning skills profile (LSP) to help your employees:

• assess the match between their personal learning skills and their job demands
• identify which skills are critical to satisfactory performance, which need development and which are under-utilized
• gather feedback from their peers or managers to augment skill-gap information
• create a learning agenda to develop the skills that they enjoy, or to work on the skills that they need to use more often.

The LSP helps participants identify their personal skills and the skill demands of their jobs. It assesses four skill groups.
• Interpersonal
• Information
• Analytical
• Behavioral

Contact us for more information or to request a sample of this tool.

Organizational Coherence
Organizational Coherence Survey (OCS)

The OCS is designed to provide insights into the extent to which an organization is coherent. Organizational coherence is defined as the degree of consistency and efficiency with which all organizational systems function smoothly and harmoniously together - such as recruitment, appraisal and promotion, pricing and client support in sales and marketing, reliability and quality control in manufacturing. The degree of coherence within an organization determines people’s attitudes toward their work and their employer. The elements that underlie employee motivation, commitment and loyalty are the basis for the design of the organizational coherence survey.

The OCS assesses 6 areas:

Coherent organizations do better than their misaligned counterparts. They outperform the market and bring out the best in their people. In the public sector, they provide consistently superior service to their constituents.

Employees spend a great deal of time at work. They give work many of their best years and the best hours of most days. It is not surprising that many bring high expectations to the workplace. In many organizations, however, there is a gap between employees’ expectations and their perceived day-to-day reality. This inconsistency perpetuates disharmony and incoherence, leading to an accumulation of energy drains that affect every level of the organization.

Organizations do not usually become incoherent by deliberate actions. They are undermined by subtle factors that are not easily recognized. It is as if an insidious virus infects the bloodstream of the organization and attacks the emotional climate. The virus invades the gap between legitimate expectations and the perceived reality, and feeds on valuable organizational energy. Early detection can help prevent them from spreading.

The OCS is generally administered prior to any intervention to help identify specific organizational issues that may be affecting individual performance and other bottom line measurements and is often administered semi-annually and/or annually to track climate changes.

The OCS was developed to provide an early detection mechanism and to help identify the appropriate actions to be taken to restore healthy, coherent function. The survey provides a view of “current reality” vs. “perceived reality” based on the feelings and perceptions of the respondents. The distinction between respondents’ feelings about a given item’s importance and their perceptions of the item’s current performance shows the gap between their expectations and reality.

Content: Importance and Current Performance
The six topics contain questions asking for two responses: Importance and Current Performance:

Importance is rated on a four-point scale, and feelings about current performance on a ten-point scale. (Degrees of perceived importance seem to be less extensive than the subtleties of current feelings.)

Each of the six topics is reported with a Priority Index score and a Coherence Index score. The Priority Index reflects the percentage of respondents scoring that particular item high in importance and low in performance. The higher the percentage, the less coherent the organization is in addressing that item. The Coherence Index reflects the percentage of respondents scoring that particular item high in importance and high in performance. The higher the percentage, the more coherent the organization is in addressing that item.

The diagram below is a guide for the interpretation. The graph displaying the scores for each topic plots importance on the vertical axis and current perceptions of performance on the horizontal axis.

Contact us for more information or to request a sample of this tool.

Personal and Organizational Quality Assessment Survey (POQA-R)

The POQA-R is a self-report inventory designed to reflect a group report of the key psychological and workplace elements that contribute to the overall quality of an organization, and provides a detailed analysis of the workforce in several key dimensions of personal and organizational quality and effectiveness.

The POQA-R addresses individual and organizational performance issues and provides a textured portrait of the workplace effectiveness, vitality, social attitudes, emotional stressors and physical symptoms of stress. It also assesses interactional aspects between the employee and the organization, such as “intent to leave”. The instrument provides a concentrated yet comprehensive assessment in the two main topic areas listed below.

The POQA-R consists of 85 questions designed to measure key elements of personal and organizational quality, and key factors of organizational climate. Of primary consideration are the employees’ self-management competencies (foundational Emotional Intelligence competence), which interact with the organizational climate to influence and affect individual or personal quality. This, in turn, affects Organizational Quality indicators such as employee satisfaction and work effort, which produce important organizational performance outcomes such as customer satisfaction and profitability. (See diagram below)

Personal Quality scales are comprised of questions that examine areas that directly reflect employees’ day-to-day moods, attitudes and stress-related symptoms. The stress symptom items possess clinical relevance as valid measures of stress, which can exert a significant negative impact on work performance and employee health.

Organizational Quality scales are comprised of questions that examine key areas that influence employee job involvement, performance and important factors related to employee behavior, attitudes toward work, and ability to perform well.

Scores of the participants are compared to a reference group consisting of responses from a variety of Fortune 500 companies and public sector organizations, representing a diverse sample according to age, gender and job level. The comparison with this norm database is just one method and option of analyzing the data. Norm is 50%.

The group’s average standardized scores are summarized by quartiles as follows:
Substantially Below Average “poor” <25th quartile
Below Average “caution” 25th – 49.9th quartile
Above Average “good” 50th – 74.9th quartile
Substantially Above Average “commendable” 75th – 100th quartile

This assessment tool is delivered pre and post training, providing a detailed analysis of a workforce in several key dimensions of personal and organizational quality and effectiveness.

Organizational Climate Workbook

Research shows a better climate can increase bottom line performance by up to 30 percent, so helping managers to understand and improve it can make a real difference. What’s it like to work in your organization? Are people committed? Clear about goals? This workbook enables managers to rate the climate they experience and the one they believe they create, and then reflect on the impact they have on their team.

Use the organizational climate workbook (OCW) by The HayGroup to:

The OCW introduces managers to six organizational climate dimensions, which are:

The OCW is most effective when used in conjunction with the Managerial Style Workbook as managerial style impacts organizational climate. Disclaimer: The organizational climate workbook is not a diagnostic tool. For a comprehensive assessment of organizational climate, we recommend the organizational climate survey (OCS), an internet-administered, 180° assessment.

Contact us for more information or to request a sample of this tool.



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