Business surveys

Employee satisfaction analysis

We analyse satisfaction levels before and after important software implementations or business transformations, especially affecting the corporate culture.

In some cases, satisfaction analysis can be a separate service, normally requested by HR departments of big companies in search of outsource to arrange a survey as part of transformation projects they manage themselves.

The data is collected in three stages, but only the first of them is compulsory:

  1. Attitude Questionnaire that includes selected questions regarding satisfaction with the workplace, workflows, relationships with the colleagues, etc.
  2. Functional Questionnaire with questions regarding specific business functions, as we are often interested in the employees general opinions on specific parameters of internal communications, such as the speed of information transfer, internal service quality, quality assurance issues, etc.
  3. Individual interviews with selected team members on the basis of a designated questionnaire. They constitute the qualitative portion of the survey and often become an important source of corrections and clarifications to the request for business transformation.

The report based on statistical analysis includes graphical, numerical, and conceptual conclusions.

The surveys are typically aimed at better understanding of the business processes being optimized, if any.

Repeating the survey in a quarter or a year, we can see the change in the employee satisfaction and sentiments, which allows to estimate expected changes in business outcomes and improve the transformation tactics on the basis of hypotheses posed in advance.

Competency based assessment

It is aimed at evaluation of people’s leadership competencies on different levels of management. We normally conduct it as part of a talent management or human capital development system implementation project.

The assessment is based on the competence model where skills are grouped by categories of management.

The managers to participate in the assessment are selected by the client. The assessment itself includes three parts:

  1. Interview according to a designated questionnaire based on the competence model;
  2. A test;
  3. A business game that models an imaginary project.

The series of reports summarizes the assessment: one report is consolidated and other are specific. They contain values for all target competences & skills as well as a suggested individual development path, including recommended types of tasks and educational courses.

360 feedback

It is a research of a classical type based on anonymous electronic surveying.

It is normally required as part of business transformation project but in some cases might be interesting as such.

The service is provided in three stages:

  1. Selection of employees to evaluate. We also analyse the collective structure and the selected individuals from the external business environment to figure out each individual’s relative position towards the others.
  2. The survey: each gets forms dedicated to people whom he / she deals with.
  3. Statistical analysis & reporting.

The series of reports includes the general report that rates the employees and separate reports for each individual. The access to the reports is restricted according to the client’s request.

We use the outcomes for business optimization. The research often reveals the need for staff transfer or local improvements in communication in a specific part of the collective.

We do not utilize the research outcomes to consult the top managers on their decisions. However, we do provide a post-feedback consultation with the top managers in order to provide a balanced and constructive attitude to the outcomes and clarify some seeming contradictions or vague outcomes.

Appreciative inquiry

The turquoise organization fashion might feel vulgar, but it’s not Frédéric Laloux’ or old turquoise firms’ fault, rather frenzied ‘miracle pill’ producers’.

To be turquoise means to have gone through the evolution path, first and foremost internally, al the way to the state of a turquoise leader.

The aspiration towards being turquoise appears already at the Green turn of the Spiral Dynamics, which produces multiple disasters. As a matter of fact, the Green Meme’s constitutional bias towards segregation destroys the very foundation of the turquoise philosophy.

However, some practices characteristic for the turquoise world can be of use even for an Orange company.

The Appreciative Inquiry tends to discover resources and improvement opportunities in the current state omitting the problem analysis. This manifests its affinity with generative coaching at the corporate level. The research is a transformational practice in itself, i.e. not only the outcome, but also the process is valuable. During the research, people discover new motivation sources, solutions to old conflicts, improvement ideas for the processes they are involved in, and start introducing these improvements before the end of the research.

The research includes six steps:

  1. Topic selection. It may be a complex conflict situation, a business development quest or a general direction, such as customer service improvement;
  2. Series of interviews or group sessions to discover the positive capacities related to the topic;
  3. Series of interviews or group sessions to figure out the possible or desirable states, people, skills, resources, practices, relationships (so-called dream stage);
  4. Series of interviews or group sessions to design the future state, including the selection of specific tools  for further development;
  5. Series of interviews or group sessions to manifest the participants aspiration and motivation to achieve the destination state they have composed at the previous stages.
  6. Feedback and summary including a consultation for the top management.

The summary of the research includes numeric and qualitative conclusions and can be followed up by a team coaching session for the top management.