Organisation Driving Forces (ODF) Engagement Audit

Engagement, like leadership, is situational. Different organisations have different cultures, histories, strengths and weaknesses. The most important driver of employee engagement in one place is unlikely to have the same effect somewhere else. Therefore, making decisions for a company based on a one-size-fits-all, benchmarked list of 10, 12, or even 16 drivers of engagement, usually derived from average results across hundreds of organisations, does not seem to make much sense.

Well known engagement survey, management consulting, human resources and statistical research services firm The Gallup Organization came to a similar conclusion in analysing customer engagement at a multisite retailer. Summarizing its findings, Gallup stated, “Our working assumption was that at least a few of the top employee engagement stores would also be top customer engagement stores. We were wrong. Just one store appeared on both lists.”

Key Conclusions

• Organisations should design surveys that measure the drivers of company performance AND its human capital management more broadly, combining employee engagement
• Most employee engagement surveys have too little focus on the following areas: Job and work design; Training and development; Leadership and management behaviours; Team practices and climate amongst others. In change terms – the context
• Build a sustainable engagement strategy based on ‘the numbers’ that reflects your company’s unique pattern of drivers of business results, organisational effectiveness & engagement.

A more realistic view of engagement is that it is a dynamic continuum for different talent groups – moving from a group of satisfied employees to the highest level of engagement where other groups become a self-appointed advocate for the company.

This rationale is shown in the graphic below which depicts the basic building blocks to measure organisational effectiveness, and from which you derive the various stages of employee engagement for the various employee groups targeted in your change and talent programmes.

Click here to download the full list of dimensions assessed in this audit.

Contact Lyne Lombard on 011 609 1971, or This e-mail address is being protected from spambots. You need JavaScript enabled to view it to discuss how our online surveys can help you create a targeted approach to measuring and managing the engagement levels of those talent groups that have the highest impact on the organisation's performance. Each talent groups will likely require different engagement strategies. One size does not fit all talent groups simply because their needs and drivers differ.

Performance Pathfinder - Performance Management Audit

A counterpart audit to the ODF Engagement survey is HCI Africa’s proprietary online Performance Pathfinder Audit.

Information from a reliable and well calibrated Performance Management System provides input into numerous programmes within your company’s overall talent management strategy and model: performance review data is used for talent review sessions; data from personal development plans informs deployment and development initiatives for various talent groups, and much more.

Periodic audits of user satisfaction and the effectiveness of your performance management system would in today’s economic climate not be seen as an optional extra. HR must be seen to be actively contributing to company performance and employee engagement.

The Performance Pathfinder highlights the differences in perception of management and staff about the strengths and weaknesses within the business, management and human resource systems and practices that underpin the management of performance in the organisation. The results can be used to fine-tune or custom-design a total performance management process for the organisation.

Contact Lyne Lombard on 011 609 1971, or This e-mail address is being protected from spambots. You need JavaScript enabled to view it to discuss how our online surveys can help you create a targeted approach to measuring and managing the engagement levels of those talent groups that have the highest impact on the organisation's performance. Each talent groups will likely require different engagement strategies. One size does not fit all talent groups simply because their needs and drivers differ.