Organizational Essentials Survey Overview
Are you looking for an alternative to the big name and trendy Engagement and Culture Surveys on the market today? Are you looking for a more economical and practical approach? Our Organizational Essentials Report may be the perfect solution for your organization.
Let’s explore how traditional organizational surveys compare to our innovative assessment approach. Below, we’ll highlight the common pitfalls of traditional surveys and demonstrate how tailored solutions provide deeper, actionable insights into team dynamics and overall performance.
Traditional Organizational Survey Overview
Typically, employees start by taking a general survey that assesses both local team dynamics and the company as a whole. Leadership then receives the survey results and assigns a committee to analyze the data and recommend improvements. The committee develops an action plan and presents it back to leadership. Consequently, by the time leadership communicates an organizational plan for change, 3 to 4 months have often passed since the initial survey.
Next, focus groups validate the survey data, and leadership allocates resources toward broad organizational initiatives, aiming for positive outcomes. However, employees expect leadership to take more direct ownership of these change efforts. When minimal progress is seen, employees become disengaged. Toward the end of the year, a few activities are launched to show effort, but attention quickly shifts to preparing for the next annual survey.
Organizational Essentials Survey Overview
What sets Organizational Essentials apart from the traditional team assessment methods is its own unique emphasis on team ownership and accountability. Unlike traditional surveys where data is often generalized and controlled by leadership, our approach empowers each team to take charge of their own data and drive their own improvement efforts. In our system, when team members participate in the survey, they focus specifically on their own team or area of work. Additionally, we even offer the option to include customized, team-specific questions, making the data more relevant and actionable for the team members. This shift from a broad organizational perspective to a more localized one not only makes the data more meaningful, but it also places the responsibility for change directly into the hands of individual contributors instead of leadership.
Team members receive their data immediately – as soon as the survey is complete. This prompt feedback allows them to start working on enhancing team performance and boosting engagement right away. The process is not just about collecting data. It is about initiating real-time improvements and fostering a proactive approach to team development.
All individual team data is rolled up to present Organizational Essentials Themes. These themes guide the design of broader organizational improvement initiatives, while local team performance enhancement efforts are already underway. By providing data in these comprehensive themes, we ensure that both immediate team-level improvements and long-term organizational strategies are informed by actionable insights. Data is provided in the following Organizational Essentials Themes:
Organizational Output
The purpose of an Organization is to create results – we call this Organizational Output. This section of the report examines how the Organization is getting results. Organizational Output sub-components include goal clarity and alignment, productivity and measurement, work identity, and meaningful work. This Organizational Essentials component consists of 35 questions.
Organizational Effectiveness
A basic team assumption is that if team members work well together, organizational performance will be enhanced. Team Effectiveness measures how people work together. Organizational Effectiveness sub-components include communication, trust, collaboration, innovation, conflict resolution, mutual accountability, commitment, and cohesion. This Organizational Essentials component consists of 21 questions.
Individual Contribution
To earn Organizational membership, an individual must perform his or her duties to the fullest degree possible. Individual contribution sub-components include skill level, talents, attributes, personal accountability, attitudes, and motivation of the individual. It also considers how the individual lives the organizational values, strives towards achieving the vision, and contributes to the mission of the organization. This Organizational Essentials component consists of 33 questions.
Structure
For an Organization to be efficient, structures, processes, procedures, and guidelines need to be in place. Structure sub-components includes group norms and guidelines, coordination, planning and decision making, roles and responsibilities, and documentation. This Organizational Essentials component consists of 19 questions.
Leadership
Leadership is defined as both the management and the leadership of an organization. Typically there is a relationship between effective and efficient team leadership and organizational performance. Great leadership gets great results and poor leadership gets poor results. Leadership sub-components includes direction from leader, leadership approach, and feedback from the leader. This Organizational Essentials component consists of 20 questions.
Organizational Support
Team performance is dependent upon organizational support. Teams need intra-organizational support, abundant resources, sufficient budgets, dedicated team time, necessary training, functional support, and organizational leadership support. For higher performance, teaming needs to be included in the organizational philosophy (mission, vision, values, and culture). Organizational Support sub-components includes resources and support, organizational recognition, and inter-team dynamics. This Organizational Essentials component consists of 15 questions.
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