Effectiveness Survey & Engagement Audit

Purpose: ODF is a multi-level company effectiveness & engagement audit that highlights the gap in perception between management and employees about the impact of organisational practices and processes on engagement levels. The results of the Audit helps leaders at all levels identify the unique pattern of engagement and organisation performance drivers for the entire company or specific talent groups.

Dimensions & Practices

The outcome of this survey helps CEOs, Executives, Line and & HR build on organisational strengths and minimise soft-spots when introducing culture change, engagement initiatives, team development, customer service, empowerment and transformation initiatives.

1. External Focus: What employees perceive as any outside conditions or situations that influence the performance of the organisation. These conditions refer specifically to stakeholders and financial competitiveness.

• Competitiveness
• Customer relations
• Opportunity Management
• Marketplace Orientation
• External Quality Focus

2. Mission/Strategy/Internal Quality Focus: What employees feel about the value and relevance of the organisation's mission and strategy as it relates to their day-to-day performance? Employee perceptions about internal quality of product/service/market planning and strategic planning.

• Relevance to Performance
• Information Quality
• Strategic Planning
• Market/Product/Service Planning

3. Leadership Practices

• Leadership strength
• Organisational stretch
• Initiating change
• Inspiring trust
• Cultural leadership

4. Organisational Culture

5. Management Practices

• Encouraging participation
• Giving/receiving feedback
• Resistance to change
• Reward sharing
• Managing diversity
• Internal quality standards

6. Structure: The arrangement of functions and people into specific areas of responsibility, decision-making and authority and relationships. Structure assures effective implementation of the organisations mission and strategy.

• Organisation of Work/Work Design
• Absence of Bureaucracy

7. People Systems: Systems for monitoring, developing, and managing an organisation's human capital.

• Recruitment/selection/placement
• Training
• Development
• Performance Review

8. Team Practices: What peers do in the normal course of events to use the resources at their disposal to carry out the work group's goals.

• Goal orientation
• Work facilitation/helpfulness
• Support
• Team building emphasis

9. Team Climate: Team climate refers to employee's current positive or negative experience of the work environment. Climate results from policies, structures, practices and philosophies of decision-makers.

• Communication flow
• Decision making practices
• Importance of human resources
• Influence and control

10. Motivation: Motivation refers to whether employees feel "energised" to achieve work unit goals, take needed action and persist in performing the task until satisfaction is achieved. Motivation is the net "energy level" of employees to perform. This "energy level" is highly influenced by the practices of key stakeholders (supervisors, peers) as well as the design of the job itself.

• Meaningfulness of job (Intrinsic Motivation)
• Financial rewards (Extrinsic Motivation)

11. Results/Outcomes/Performance: Performance results refers to the cumulative effect of leadership, management, supervisory and peer practices on performance. Such effects are reflected in the expressed feelings and opinions about effectiveness and overall satisfaction.

• Team Performance
• Individual Performance
• Employee Satisfaction
• Customer Satisfaction
• Readiness to Compete
• Employee Commitment