Genos Organisational Effectiveness Survey Question Bank. Genos International

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Genos Organisational Effectiveness Survey Question Bank. Genos International"

Transcription

1 Genos Organisational Effectiveness Survey Question Bank 1

2 About Genos Genos provides world class assessments and development programs in the areas of organizational effectiveness, emotional intelligence, and employee motivation. Our mission is to help organisations balance the needs and well being of employees with enterprise performance. At Genos we believe this is more than just a moral compass, we believe it s a recipe for business success. While many businesses focus on important factors like market penetration, product differentiation, shareholder return and customer loyalty, those that really succeed are those that balance employee needs with these things. Ultimately, how people feel about their work and their connection to it drive these business outcomes. When people feel involved in purposeful work that develops who they are, when they feel valued, cared for, and respected, a critical lever of sustainable competitive advantage is achieved. To learn more about us, visit our website at Usage Notice This item bank was designed by Genos International and is used to create customized organisational effectiveness surveys. These surveys must be designed and delivered by an Authorised Genos Partner. Copyright and Trademark Copyright 2012, Genos Pty Ltd. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or use of any information storage or retrieval system, for any purpose without the express permission of Genos Pty Ltd. Registered and/or pending trademarks of Genos Pty Ltd in Australia, the United States, and other countries are used throughout this work. 2

3 Genos Organisational Effectiveness Question Bank The bold statements below are internal benchmark questions against which scores on the other items underneath the driver can be compared. Survey Creation Guidelines 1. Consider the market conditions the organisation is operating in and the strategic objectives being implemented 2. On the basis of point 1 above pick Areas to measure first (e.g. Role Clarity) and then choose questions within that area that are most relevant to ask 3. In general, for any given Area chosen ask the bold question and at least three others 4. Try and limit the survey to between 60 and 80 items. 5. If you are going to include engagement in the survey all eight engagement questions must be asked. 1. Role Clarity 1. Clearly defined roles and responsibilities are important to the success of this 2. I have a clear job description. 3. I understand how my role contributes to the success of the 4. My manager and I agree on the responsibilities and tasks of my job. 5. The work requests made of me are consistent with the responsibilities of my job. 6. I have clear key performance indicators. 7. The responsibilities and tasks of my job are achievable working within the hours specified in my job description. 8. I can complete my job without having to rely on the authority of others. 9. I can complete my job without having to rely on the input of others. 2. Working Conditions 1. Excellent working conditions are important to the success of this 2. My work environment allows me to perform to my full potential. 3. I have the necessary equipment I need to do my job. 4. The equipment I work with (eg. my computer) operates effectively. 5. I am able to concentrate on my work in the space within which I work. 3. Performance Management 1. Effective performance management of staff is important to the success of this 2. Under performing staff are promptly dealt with. 3. Under performance in the organisation is managed effectively. 4. My manager has had a conversation with me about my performance in the last six months. 3

4 5. My manager's performance discussions with me are useful in terms of improving my performance. 6. My manager's performance discussions with me are useful in terms of my professional development. 7. My manager's performance discussions with me are useful in terms of advancing my career. 8. If work is not completed satisfactorily my manager provides clear explanations as to why. 9. If work is not completed satisfactorily my manager provides clear instructions on what is required. 4. Strategy 1. This organisation's strategy is important to the ongoing success of this 2. The strategy of the organisation is clear to me. 3. I understand how the work I do contributes to the strategic goals of this 4. My manager has explained the organisation's strategy to me. 5. I feel motivated to help the organisation achieve its strategic goals. 6. I feel confident about the future of the 7. I feel the organisation is headed in the right strategic direction. 5. Direct Manager 1. The leadership capability of management is important to the success of this 2. I trust my manager. 3. My manager treats people equally. 4. My manager treats people consistently. 5. My manager is aware of the impact their behaviour has on others. 6. My manager resolves conflict effectively. 7. My manager openly expresses how s/he feels. 8. My manager does what s/he says s/he is going to do. 9. My manager behaves in a way that is consistent with the way s/he expects others to behave. 10. My manager role models effective behaviour to others. 11. My manager leads team meetings effectively. 12. My manager motivates people to perform their best for the 13. I feel appreciated by my manager. 14. I feel respected by my manager. 15. My manager recognises outstanding efforts made by others. 16. My manager encourages healthy debate about work. 17. My manager acknowledges the views and opinions of others. 18. I feel comfortable discussing any personal issues affecting my work with my manager. 19. My manager demonstrates concern for my well being. 20. My manager consults with me in their decision making. 21. My manager is an effective decision maker 4

5 6. Communication 1. Effective communication is important to the success of this 2. I feel informed about what is going on in the 3. I feel informed about what is going on in my division. 4. My team communicate openly with each other. 5. My team communicate openly with other teams or divisions within the 6. I receive information about matters affecting my work in a timely fashion. 7. Decision Making 1. Effective and timely decisions are important to the success of this 2. I have sufficient access to people who make decisions that affect my work. 3. Other teams or divisions of the business consult with me or my team when making decisions that affect our team's work. 4. I feel comfortable making decisions within the context of my job without seeking approval. 5. I have an opportunity to influence decisions that affect the way I do my job. 8. Remuneration 1. Fair and reasonable compensation is important to the success of this 2. I am paid fairly for the work I do. 3. I receive adequate rewards for performing above and beyond what is expected of me. 4. Outstanding performance is adequately rewarded in this 5. Outstanding performance is adequately recognised in this 6. This organisation provides adequate employee benefits. 9. Teamwork If you are a manager please answer the following questions considering the management team you work in rather than the team of people you lead. 1. Effective teamwork is important to the success of this 2. Our team holds each other accountable for results 3. All people in my team are committed to delivering high quality work. 4. My team work effectively together. 5. I enjoy working with the people in my team. 6. I feel supported by the people in my team. 7. There is open, authentic communication in my team 5

6 10. Learning and Development 1. Effective learning and development for staff is important to the success of this 2. I receive sufficient learning and development opportunities. 3. I am encouraged to learn and develop new skills. 4. The training and development programs I've attended have been valuable to me. 5. The training and development programs I've attended have helped me to perform my job more effectively. 6. I have the time to attend learning and development opportunities. 7. I have the time to implement the outcomes of learning and development opportunities. 11. Interdepartmental Collaboration 1. Interdepartmental collaboration is important to the success of this 2. My team works effectively with other teams in this 3. Different divisions of this organisation collaborate effectively when required. 4. I enjoy working with other divisions in this 12. Financial Management 1. Effective financial management is important to the success of this 2. This organisation manages its finances effectively. 3. I am kept up to date about how my organisation is performing financially. 4. My manager manages his/her budget effectively. 5. The rules and regulations about spending this organisation's money are applied effectively. 6. The rules and regulations about spending this organisation's money are clear. 7. This organisation spends its money wisely. 13. Vision and Mission 1. A clear and inspiring vision is important to the success of this 2. The vision of this organisation inspires me to be a part of it. 3. I am motivated by the vision of this 4. The mission of this organisation motivates me. 5. The mission of this organisation is clear to me. 6. I am proud to work for this 7. I can talk confidently to others about what our organisation does. 8. I understand the mission of this organisation and how my role contributes to achieving it. 6

7 14. Values 1. The values of this organisation are important to its success. 2. This organisation lives its stated values. 3. The values of this organisation are clear to me. 4. The values of this organisation inspire me to be a part of it. 5. I am motivated by the values of this 15. Continuous Improvement / Innovation 1. Continually improving the way we do things is important to the success of this 2. I am encouraged to look for ways of improving what I do. 3. I am encouraged to put forward new ideas. 4. I don't feel I would be punished for making mistakes in this 5. New ideas that are put forward in this organisation are acted upon. 6. The culture of this organisation encourages innovation. 16. Dealing With Change 1. Implementing change effectively is important to the success of this 2. The consultation process on change initiatives is effective. 3. The rationale for change initiatives is well communicated. 4. This organisation takes into account both rational and emotional elements in the change process. 5. Change initiatives are implemented effectively. 6. Resistance to change initiatives is well managed. 17. Executive Leadership 1. The leadership of our executives is important to the success of this 2. I trust the executives of this 3. The executive leaders of this organisation set an example I am proud to tell others about. 4. The effectiveness of this organisation's executive inspires me to do everything I can to make this organisation successful. 5. The executive team manage this organisation in a consistent and united fashion. 6. The executive team work effectively with each other. 7. The executive team drive effective collaboration across the divisions of this 8. The executive team role model effective behaviour to others. 9. The executive team resolve differences of opinion amongst divisions effectively. 10. The executive team foster a positive working environment across the 7

8 18. Responsibility and Ethics 1. Acting in responsible and ethical manner is important for this 2. This organisation makes an effective contribution to society. 3. This organisation acts in a socially responsible way. 4. This organisation acts in an environmentally responsible way. 5. This organisation is ethical in the way it conducts its business. 6. This organisation is advancing the industry in which it operates. 19. Career Development and Opportunities 1. Career development opportunities are important to the success of this 2. There are sufficient career opportunities within this 3. I feel like my career is progressing working for this 4. There are sufficient opportunities to learn and develop new skills in this 20. Customer Service 1. Delivering great customer experiences is important to the success of this 2. This organisation understands its customers' needs. 3. This organisation meets its customers' needs. 4. This organisation delivers great customer experiences. 5. I am encouraged to think and act with the customer in mind at all times. 6. When issues arise for customers they are dealt with quickly 7. We regularly seek feedback from our customers to improve our products/services 21. Human Resources 1. Effective human resource functioning is important to the overall success of this 2. This organisation attracts talented employees. 3. This organisation retains talented employees. 4. This organisation has effective people management polices. 5. This organisation implements it s people management polices effectively. 6. This organisation has implemented an effective employee diversity policy. 7. This organisation has implemented an effective equal opportunity policy. 8. This organisation s approach to recruiting new people is effective 9. This organisation s approach to promoting people is effective 8

9 22. Role Enjoyment 1. How people feel at work is important to the success of this 2. I like what I do for this 3. I feel like I do meaningful work. 4. I feel a sense of progress working in this 5. I feel a valued part of this 6. I have many positive experiences working in this 7. My role makes good use of my skills 8. My role makes good use of my background and experience 23. Equality 1. Treating people fairly and equally is important to the success of this 2. People are treated fairly within this 3. People are treated equally within this 4. People are treated consistently within this 5. If personal issues were affecting my work I would be given reasonable time and space at work in order to address them. 24. Safety 1. Safety is important to the success of this organisation 2. I work in a safe work environment 3. This organisation has a culture that encourages people to carry out their work safely 4. There is a safety focused culture in this organisation 5. This organisation has effective Occupational Health and Safety policies 6. This organisation has effectively implemented it s Occupational Health and Safety policies 7. People in this organisation act in accordance with the Occupational Health and Safety policies 25. Security 1. Keeping our buildings, equipment and intellectual property secure is important to the overall success of this organisation 2. There is a security focused culture in this organisation 3. This organisation has effective security policies in place for our assets 4. This organisation has effective security polices in place for our intellectual property 5. This organisation has effectively implemented its security policies 6. People in this organisation act in accordance with our security policies 7. I am encouraged to keep information and know how secure from third parties to our organisation 9

10 Genos Engagement Questions The Genos Engagement Survey measures employee s engagement via eight questions that measure four value creating traits termed, Praise, Persist, Perform & Perfect. More specifically, the extent to which employee s: 1. Praise the organisation to others 2. Perform above what is expected of them 3. Persist in the face of difficulties, and 4. Perfect, that is, strive to innovate and continuously improve what they do Participants respond on an 8 point response scale, this response scale and the actual engagement questions are shown below. Absolutely Disagree Strongly Disagree Moderately Disagree Slightly Disagree Slightly Agree Moderately Agree Strongly Agree Absolutely Agree Praise Persist Perform Perfect 1. I tell others how great this organisation is to work for whenever I have the chance. 2. I promote this organisation as a great place to work. 3. My commitment to this organisation remains unwavering even when conditions become difficult. 4. I never think about leaving this organisation even when other opportunities are presented to me. 5. I willingly perform above and beyond what is expected of me at work. 6. The way I feel about this organisation motivates me to do everything I can do to make this organisation successful. 7. I continuously seek to improve the way I do things for this 8. I am motivated to find new and innovative ways of doing things in this 10

11 Sample Demographic Questions The purpose of demographic questions is to produce so called slices of the data, which show levels of engagement and views on organisational effectiveness for different demographics of employees. It s important to note that the more demographic questions you have the less participants are likely to feel their anonymity protected. Below are some of the typical demographic areas assessed with sample categories: 1. In which department do you work? a. Sales b. Marketing c. Operations d. Administration e. Customer service f. Human Resources g. Finance h. Information Technology 2. What level of position do you hold within your organisation? a. Director b. General Manager c. Manager d. Team Leader/Supervisor e. Professional (not a manager) f. Team member/staff member 3. What is your employment status a. Part time b. Full time c. Full time contractor d. Part time contractor e. Casual 4. How long have you worked at the organisation? a. Less than 12 months b. 1 year c. 2 years d. 3 years e. 4 years f. 5 years g. 6 years h. 7 years i. 8 years j. 9 years k. 10 years or more 11

12 12

Workplace Satisfaction Survey Results

Workplace Satisfaction Survey Results Tasmanian State Service Workplace Satisfaction Survey Results Prepared by Survey Matters On Behalf of the Community and Public Sector Union (CPSU) and Health & Community Services Union (HACSU) March 2013

More information

5 Performance Management Tips for Small Businesses

5 Performance Management Tips for Small Businesses 5 Performance Management Tips for Small Businesses Table of Contents Top 6 Performance Management Mistakes...3 An effective performance management program can help create a more efficient and productive

More information

CONTACT CENTRE MANAGER

CONTACT CENTRE MANAGER CONTACT CENTRE MANAGER Contact s Compass Our purpose is to help New Zealanders live more comfortably with energy. We are committed to delivering market leading performance to shareholders and value to

More information

OUR VALUES & COMPETENCY FRAMEWORK

OUR VALUES & COMPETENCY FRAMEWORK OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required

More information

Core Leadership Competencies

Core Leadership Competencies Core Leadership Competencies The following guidance further clarifies the distinctions between levels of performance for the 8 core competencies outlined in Element 1 of all DHS SES performance plans.

More information

Principles of action. Principles of action

Principles of action. Principles of action Principles of action Principles of action Our vision To be the undisputed world leader in building materials Our commitments To our customers, our employees, our communities, our shareholders The Lafarge

More information

EFFECTIVE TEAMS Seven Building Blocks to Improving Your Performance

EFFECTIVE TEAMS Seven Building Blocks to Improving Your Performance EFFECTIVE TEAMS Seven Building Blocks to Improving Your Performance 1 TABLE OF CONTENTS 2 The MLC Group On Building an Effective Business Team What do the names Lombardi, Wood, Coach K. and Smith all bring

More information

Information for Candidates. Intelligence Graduate Trainee Analyst Programme Application Pack

Information for Candidates. Intelligence Graduate Trainee Analyst Programme Application Pack Information for Candidates Intelligence Graduate Trainee Analyst Programme Application Pack Accountabilities The graduate analyst will be responsible for undertaking a two year development programme which

More information

Support in preparing for your interview

Support in preparing for your interview Support in preparing for your interview This document is for you if you are preparing for a behavioural interview or assessment as part of a recruitment process. Getting started Preparation for an interview

More information

Interview Guide Chris Park

Interview Guide Chris Park Interview Guide Chris Park Work Strengths Generated on: 15-Jan-2013 Page 2 2011 Saville Consulting. All rights reserved. Contents Introduction to Interview Guide...3 Interview Scores Summary...4... 5 Interview

More information

Team Building MARZIO ZANATO

Team Building MARZIO ZANATO Team Building 1 What is Teamwork & Team Building Teamwork Concept of people working together as a team Team player A team player is someone who is able to get along with their colleagues and work together

More information

The Rocket Model: Characteristics of High Performing Teams

The Rocket Model: Characteristics of High Performing Teams Retail Brand Leadership Team November 2011 The Rocket Model: Characteristics of High Performing Teams Results 4.0 Power Morale 3.4 3.4 Context Context 3.5 3.5 Norms Buy-In 3.0 3.8 Mission Talent 3.6 3.1

More information

Mentoring Survey Question Bank

Mentoring Survey Question Bank ing Survey Question Bank The ing Survey Question Bank contains hundreds of questions under several categories which can be included in your mentoring survey design. DEMOGRAPHIC QUESTIONS Description: The

More information

Human Resources. MMU s Leadership and Management Competency Framework

Human Resources. MMU s Leadership and Management Competency Framework Human Resources MMU s Leadership and Management Competency Framework MMU s Leadership and Management Competency Framework The University s leadership and management framework describes the key competencies

More information

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY All Rights Reserved The Hay Group IMPORTANT NOTE: The information provided in the following pages is provided for reference only. The material

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

Chelmsford City Council EMPLOYEE ENGAGEMENT AND WELLBEING STRATEGY. Human Resources

Chelmsford City Council EMPLOYEE ENGAGEMENT AND WELLBEING STRATEGY. Human Resources Chelmsford City Council EMPLOYEE ENGAGEMENT AND WELLBEING STRATEGY Human Resources 1 Table of Contents Introducing CCC engagement and wellbeing strategy... 3 The purpose of our strategy... 3 How Chelmsford

More information

Sample Interview Questions

Sample Interview Questions Because the job interview is a dynamic and individualized process, it is impossible to provide an exact list of questions for any given interview. Every interviewer will choose questions tailored to the

More information

Business Plan

Business Plan Business Plan 2014-2016 Excellence Community Self Much more than marks. Learning for life. COLLEGE MISSION Shenton College provides excellence in education for secondary students as part of the government

More information

GRADUATE TRAINEE (PERFORMANCE) JOB PROFILE. Responsible to: Performance Manager

GRADUATE TRAINEE (PERFORMANCE) JOB PROFILE. Responsible to: Performance Manager JOB TITLE GRADUATE TRAINEE (PERFORMANCE) JOB PROFILE Responsible to: Performance Manager Key Drivers (applicable to all jobs): Customer Care Equal Opportunities Best Value Financial Management Resident

More information

The Leadership Star: Qualities in Action. For internal use only. Not for use with customers.

The Leadership Star: Qualities in Action. For internal use only. Not for use with customers. The Leadership Star: Qualities in Action» For internal use only. Not for use with customers. 2 A Guide to Qualities in Action 3 A Guide to Qualities in Action» Use this guide to help you, or the people

More information

HKIHRM HR PROFESSIONAL STANDARDS MODEL

HKIHRM HR PROFESSIONAL STANDARDS MODEL HKIHRM HR PROFESSIONAL STANDARDS MODEL Creating Values For You and For Organisations Setting Standards Recognising s ABOUT HKIHRM The Hong Kong Institute of Human Resource Management (HKIHRM) is the leading

More information

Sample CEO Evaluation Form

Sample CEO Evaluation Form Sample CEO Evaluation Form Objective 1. This evaluation form was prepared to evaluate the performance of the highest-ranking officer, president of the company, managing director, or a position equivalent

More information

Employee Engagement Profiling

Employee Engagement Profiling Employee Engagement Profiling Demo Pilot Study 2013 Sample Report - Tables and Charts have been shortened Registered Associates All enquiries to: support@pario-innovations.com Web: http://www.pario-innovations.com

More information

Organisational objectives and purpose 80 % Difference from CS2015. Difference from CS High Performers. Resources and workload. Difference from CS2015

Organisational objectives and purpose 80 % Difference from CS2015. Difference from CS High Performers. Resources and workload. Difference from CS2015 Statistically significant difference comparison Employee is shaped by experience at work, as measured by nine themes in the shown below. Engagement Index 52 % My work 66 % Organisational objectives and

More information

Motivation Questionnaire. > Employee Motivation Report. Name: Miss Sam Sample

Motivation Questionnaire. > Employee Motivation Report. Name: Miss Sam Sample Motivation Questionnaire > Employee Motivation Report Name: Miss Sam Sample Date: 02 October 2006 INTRODUCTION This report describes the factors that are likely to have an impact on Sam s motivation at

More information

Employee Engagement Survey 2015. Nova Scotia Government-wide Report

Employee Engagement Survey 2015. Nova Scotia Government-wide Report Employee Engagement Survey 2015 Nova Scotia Government-wide Report Employee Engagement Survey 2015 This summary report provides information on the state of employee engagement in the Nova Scotia public

More information

The Engineers Canada Leader

The Engineers Canada Leader The Engineers Canada Leader Executive Summary Engineers Canada exists to provide national support and leadership on behalf of engineering regulators to promote and maintain the interests, honour, and integrity

More information

Concept. Employee Engagement. Introduction. What does it mean?

Concept. Employee Engagement. Introduction. What does it mean? Concept Employee Engagement Introduction Increasing employee satisfaction has long been a goal of organisations as they strive to retain talent, increase productivity and seek improvement. In more recent

More information

Acme Corp September 2013 survey

Acme Corp September 2013 survey Happiness at Work Survey report for Acme Corp September 2013 survey Table of Contents Why happiness at matters Results overview Organizational breakdown Highlights & lowlights How we measure happiness

More information

OUR BUSINESS PRINCIPLES

OUR BUSINESS PRINCIPLES HOW WE DO BUSINESS OUR MISSION We are devoted to building the best and most respected financial services company in the world, serving our clients and growing our communities globally. To do this, we must

More information

Leadership Practices Questionnaire Self Assessment

Leadership Practices Questionnaire Self Assessment Leadership Practices Questionnaire Self Assessment In this survey there are thirty statements about the things that leaders do. The statements all describe behaviours or activities. Please read each statement

More information

CandidateProfile REPORT. 1 www.jobprofile.com.au From : Recruitment Edge JOBPROFILE. Profile Report FOR. Name : Sample Candidate

CandidateProfile REPORT. 1 www.jobprofile.com.au From : Recruitment Edge JOBPROFILE. Profile Report FOR. Name : Sample Candidate MATCHING TALENT WITH JOBS www..com.au CandidateProfile REPORT Profile Report FOR... Name:... Profile:... Date: 21 March 2012, 10:11 1 www.jobprofile.com.au Copyright Myprofile 2000-2010 Personal Graph

More information

BUSINESS DEVELOPMENT MANAGER

BUSINESS DEVELOPMENT MANAGER Job Description BUSINESS DEVELOPMENT MANAGER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations will

More information

The Five Dysfunctions of a Team

The Five Dysfunctions of a Team The Five Dysfunctions of a Team A Leadership Fable Patrick Lencioni San Francisco: Jossey-Bass (2002). Teamwork ultimately comes down to practicing a small set of principles over a long period of time.

More information

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com 60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

Employee Engagement Survey Results. Sample Company. All Respondents

Employee Engagement Survey Results. Sample Company. All Respondents Employee Engagement Survey Results All Respondents Summary Results from 246 Respondents February, 2009 Table of Contents All Respondents (n = 246) 1 Employee Engagement Two-Factor Profile of Employee Engagement

More information

Motivation Questionnaire

Motivation Questionnaire Motivation Questionnaire > Employee Motivation Report Name: Sample Report Date: 12 August 2009 Employee Motivation Report Introduction This report describes the factors that are likely to have an impact

More information

4.1 Identify what is working well and what needs adjustment. 4.1.1 Outline broad strategies that will help to effect these adjustments.

4.1 Identify what is working well and what needs adjustment. 4.1.1 Outline broad strategies that will help to effect these adjustments. (Overview) Step 1 Prepare 1.1 Identify specific issues or choices that the planning process should address. 1.2 Develop an organizational profile. 1.3 Identify any information that must be collected to

More information

Employee engagement is promoted by a myriad of

Employee engagement is promoted by a myriad of SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really

More information

The Truths About Change

The Truths About Change The Truths About Change What It Takes to Get It Right A Spotlight on Effective Change Management Based on results from the 2011 2012 Change and Communication ROI Study This year s findings reveal that

More information

Essential Duties and Responsibilities include the following. Other duties may be assigned.

Essential Duties and Responsibilities include the following. Other duties may be assigned. JOB DESCRIPTION Job Title: Director Supplier Diversity Reports To: Vice President Procurement FLSA Status: Exempt Division: Procurement Prepared By/Date: VP of HR, November, 2015 DUTIES AND RESPONSIBILITIES

More information

caring for the world, one person at a time TM

caring for the world, one person at a time TM caring for the world, one person at a time TM The most important responsibility all of us have is to develop the leaders of the future. It s the greatest challenge we have, and the most important legacy

More information

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

HR Matters Magazine Issue 11 July Leadership Success Profile *

HR Matters Magazine Issue 11 July Leadership Success Profile * HR Matters Magazine Issue 11 July 2010 Leadership Success Profile * Ability to lead employees(89%) Resourcefulness (81%) Decisiveness (75%) Managing change(69%) Straightforwardness & composure (68%) Building

More information

EMPLOYEE ENGAGEMENT ACTION GUIDE

EMPLOYEE ENGAGEMENT ACTION GUIDE ENGAGED SCHOOLS EMPLOYEE ENGAGEMENT ACTION GUIDE This guide is a resource that school leadership teams can use to gain insight into Q 12 concepts, team discussion questions, and best practice action ideas

More information

CODE OF ETHICAL CONDUCT

CODE OF ETHICAL CONDUCT CODE OF ETHICAL CONDUCT 1. PURPOSE The WWF-Australia Code of Ethical Conduct sets the standards of behaviour and describes the decision making processes expected of all WWF-Australia Board members, staff

More information

Chapter 3: Managing Conflict with Your Boss

Chapter 3: Managing Conflict with Your Boss Chapter 3: Managing Conflict with Your Boss Overview The special case of conflict between a direct report and a boss presents unique challenges. As a manager with responsibilities up and down the organizational

More information

This improved version will be available starting February 4, 2013. Feedback Report Prepared for. 4 Feb 2013

This improved version will be available starting February 4, 2013. Feedback Report Prepared for. 4 Feb 2013 This improved version will be available starting February 4, 2013 Feedback Report Prepared for TestPerson Participant Model_5-1 Name 4 Feb 2013 In addition to your self-ratings, this report includes your

More information

TTI TriMetrix Talent Report

TTI TriMetrix Talent Report TTI TriMetrix Talent Report Manager. 4-5-2010 Communicate Scottsdale, AZ INTRODUCTION Where Opportunity Meets Talent Research has proven that job-related talents are directly related to job satisfaction

More information

Core Capacity Analysis Of Top Performing Agents at Berkshire Hathaway HomeServices

Core Capacity Analysis Of Top Performing Agents at Berkshire Hathaway HomeServices Core Capacity Analysis Of Top Performing Agents at Berkshire Hathaway HomeServices Top performers are motivated and capable of making the highest contribution possible because the job they are doing is

More information

Accountability for Others being responsible for the consequences of the actions of those whom you manage.

Accountability for Others being responsible for the consequences of the actions of those whom you manage. List of Soft Skill Competencies with Descriptions Each title is available as a separate training and development module and is based on the competencies measured by the TriMetrix Job and Personal Talent

More information

KEY SKILLS OF JUNIOR CYCLE

KEY SKILLS OF JUNIOR CYCLE KEY SKILLS OF JUNIOR CYCLE Key skills of junior cycle Learners need a wide range of skills to help them face the many challenges presented to them in today s world. They develop specific skills in their

More information

Self assessment tool for APS 5

Self assessment tool for APS 5 Self assessment tool for APS 5 Capabilities Supports strategic direction Supports shared purpose and direction Understands and supports the organisation's vision, mission and business objectives. Identifies

More information

Bob Griffiths RGA Services

Bob Griffiths RGA Services Bob Griffiths RGA Services Managing People in Teams What would you like to get out of this evening? Decide on your top three objectives by completing the sentence. I want to know how to. Seven out of ten

More information

Youth Leadership Training Program (YLTP) Trainees Guide

Youth Leadership Training Program (YLTP) Trainees Guide Youth Leadership Training Program (YLTP) Trainees Guide Prepared by Business and Personal Development Addis Ababa August 2008 1 COPYRIGHT FRIEDRICH-EBERT-STIFTUNG 2008 Addis Ababa Office P.O.Box 8786 Addis

More information

General Manager Shared Services Operations Shared Services Operations Business Group Deputy Chief Executive, Shared Services Wellington

General Manager Shared Services Operations Shared Services Operations Business Group Deputy Chief Executive, Shared Services Wellington Job Description Job Title Branch Business Group Reporting to Location Salary Range General Manager Shared Services Operations Shared Services Operations Business Group Deputy Chief Executive, Shared Services

More information

Quarterly Digital Intelligence Briefing: Personalisation, Trust and Return on Investment

Quarterly Digital Intelligence Briefing: Personalisation, Trust and Return on Investment Market Data / Supplier Selection / Event Presentations / User Experience Benchmarking / Best Practice / Template Files / Trends & Innovation Quarterly Digital Intelligence Briefing: Personalisation, Trust

More information

Before you begin. Topic 1: Implement continuous improvement systems and processes 1. Topic 2: Monitor and review performance 33

Before you begin. Topic 1: Implement continuous improvement systems and processes 1. Topic 2: Monitor and review performance 33 Contents Before you begin vii Topic 1: systems and processes 1 1A Implement systems so team members can actively participate 2 1B Communicate continuous improvement processes and obtain feedback 11 1C

More information

The Emotional Competence Framework

The Emotional Competence Framework The Emotional Competence Framework 1 SOURCES: This generic competence framework distills findings from: MOSAIC competencies for professional and administrative occupations (U.S. Office of Personnel Management);

More information

Doing the right thing the PwC way

Doing the right thing the PwC way www.pwc.com/ethics Doing the right thing the PwC way Code of conduct Acting professionally. Doing business with integrity. Upholding our clients reputations as well as our own. Treating people and the

More information

Employee Engagement Survey Results. SampleCo International. Executive Summary. Sample Report

Employee Engagement Survey Results. SampleCo International. Executive Summary. Sample Report Employee Engagement Survey Results SampleCo International Executive Summary Sample Report Table of Contents This sample report was produced directly from the Focal EE Engagement Dashboard. The dashboard

More information

Objectives, achievements and learning at work

Objectives, achievements and learning at work Objectives, achievements and learning at work Southern Health - Our Goals Name: Our Values The culture we aspire to Person and Patient Centred Our service users and patients are at the centre of our every

More information

Bottesford Community Library Association. Volunteer Recruitment Policy

Bottesford Community Library Association. Volunteer Recruitment Policy Bottesford Community Library Association Volunteer Recruitment Policy 1. Introduction This policy sets out the broad principles for voluntary involvement in Bottesford Community Library. It is of relevance

More information

Capability Framework. Department of Natural Resources and Mines

Capability Framework. Department of Natural Resources and Mines Capability Framework Department of Natural Resources and Mines Current as at 24.10.2014 Capability Framework How we lead How we behave & work together Customer Focused Solutions Focused Teamwork & Collaboration

More information

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE 7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE Insights from Ceridian s 4th Annual Pulse of Talent Survey EXECUTIVE SUMMARY The insights provided by more than 800 working Canadians show

More information

Key Steps to a Management Skills Audit

Key Steps to a Management Skills Audit Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.

More information

Our code. Proud to be

Our code. Proud to be Our code Proud to be What it means to be part of the team At Coles, we have a way of working that helps ensure a productive, positive environment for our team, customers, suppliers, communities and everyone

More information

Employer attitudes towards, and skills for, sustainable development

Employer attitudes towards, and skills for, sustainable development Employer attitudes towards, and skills for, sustainable development Executive summary: Employers Rachel Drayson September 2015 Contents Section Page 1. Executive summary 3 2. Employer attitudes towards,

More information

Stress management competency indicator tool

Stress management competency indicator tool Stress management competency indicator tool How effective are you at preventing and reducing stress in your staff? Use the following questionnaire to assess your behaviour The Stress management competency

More information

Australian Service Excellence Standards. Your road map to an excellent organisation

Australian Service Excellence Standards. Your road map to an excellent organisation Australian Service Excellence Standards Your road map to an excellent organisation South Australia, Department for Communities and Social Inclusion. Australian Service Excellence Standards: A road map

More information

STRESS MANAGEMENT SURVEY

STRESS MANAGEMENT SURVEY STRESS MANAGEMENT SURVEY Survey instructions and disclaimer: This survey is intended as an informative tool to help you identify areas for further research. It is definitely not a failsafe diagnostic method

More information

Introduction to Survey

Introduction to Survey Introduction to Survey In order to continuously improve the [insert name of program], this questionnaire has been developed to gather feedback regarding how well your experiences in the [insert name of

More information

CGMA COMPETENCY FRAMEWORK LEADERSHIP SKILLS

CGMA COMPETENCY FRAMEWORK LEADERSHIP SKILLS CGMA COMPETENCY FRAMEWORK LEADERSHIP SKILLS THE CGMA COMPETENCY FRAMEWORK IS COMPRISED OF FOUR KNOWLEDGE AREAS Technical Skills, Business Skills, People Skills and Leadership Skills. These knowledge areas

More information

24% 1,256. Cairns & Hinterland Hospital & Health Service. Report Content. 01 Your workplace outcomes and drivers of outcomes

24% 1,256. Cairns & Hinterland Hospital & Health Service. Report Content. 01 Your workplace outcomes and drivers of outcomes Cairns & Hinterland Hospital & Health Service HIGHLIGHT REPORT Report Content 01 Your workplace outcomes and drivers of outcomes 02 Your workplace climate at a glance 03 Workplace climate in your divisions

More information

PREPARING PUBLIC SECTOR LEADERS FOR CHANGE

PREPARING PUBLIC SECTOR LEADERS FOR CHANGE PREPARING PUBLIC SECTOR LEADERS FOR CHANGE Preparing public sector leaders for change 1 ARE PUBLIC SECTOR LEADERS READY FOR CHANGE? Director of Hays Public Services Andy Robling 2010 will be a challenging

More information

Learn how to motivate different types of employees and ignite ARE YOUR EMPLOYEES MOTIVATED? Dale Carnegie Training s Leadership Guidebook:

Learn how to motivate different types of employees and ignite ARE YOUR EMPLOYEES MOTIVATED? Dale Carnegie Training s Leadership Guidebook: Dale Carnegie Training s Leadership Guidebook: ARE YOUR EMPLOYEES MOTIVATED? Learn how to motivate different types of employees and ignite workplace enthusiasm, motivation, and engagement. Create a person-centered

More information

June 2015. The way we work

June 2015. The way we work June 2015 The way we work The way we work symbolises what we stand for as a business. It makes clear how we behave according to our values of respect, integrity, teamwork and accountability. Every day

More information

The Careers Service. Profiling for Success Assessments - Introduction

The Careers Service. Profiling for Success Assessments - Introduction The Careers Service. Handout Profiling for Success Assessments - Introduction Profiling for Success comprises three practise aptitude tests (abstract, numerical and verbal reasoning), and two personality

More information

SAMPLE ASSESSMENT TASKS BUSINESS MANAGEMENT AND ENTERPRISE GENERAL YEAR 11

SAMPLE ASSESSMENT TASKS BUSINESS MANAGEMENT AND ENTERPRISE GENERAL YEAR 11 SAMPLE ASSESSMENT TASKS BUSINESS MANAGEMENT AND ENTERPRISE GENERAL YEAR 11 Copyright School Curriculum and Standards Authority, 2014 This document apart from any third party copyright material contained

More information

Australian Professional Standard for Principals

Australian Professional Standard for Principals AITSL is funded by the Australian Government Australian Professional Standard for Principals July 2011 Formerly the National Professional Standard for Principals 2011 Education Services Australia as the

More information

An Authorised Financial Services Provider FSP 5311 TREATING CUSTOMERS FAIRLY (TCF) POLICY STATEMENT

An Authorised Financial Services Provider FSP 5311 TREATING CUSTOMERS FAIRLY (TCF) POLICY STATEMENT An Authorised Financial Services Provider FSP 5311 TREATING CUSTOMERS FAIRLY (TCF) POLICY STATEMENT TREATING CUSTOMERS FAIRLY (TCF) POLICY STATEMENT 1. Introduction: Niche International Brokers (Pty) Ltd,

More information

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence Nursing and Allied Health Professionals Strategy 2013-2015 Continuing the journey Aiming for Excellence Contents Introduction Vision and Values Principles Behaviours Themes 1-6 References Introduction

More information

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...

More information

Crosslee Community Primary School Inspection report

Crosslee Community Primary School Inspection report Crosslee Community Primary School Inspection report Unique Reference Number Local Authority Inspection number Inspection dates Reporting inspector 10541 Manchester 870 910 May 007 Graham Martin This inspection

More information

POSITION DESCRIPTION and Key Performance Indicators (KPIs)

POSITION DESCRIPTION and Key Performance Indicators (KPIs) POSITION DESCRIPTION and Key Performance Indicators (KPIs) NAME: TITLE: AREA: STATUS: GRADE: Manager Head Office Permanent Full Time - 35 hours per week Social, Community, Home Care and Disability Services

More information

To calculate the Net Promoter Score (NPS), you need to ask one simple, fairly straightforward question:

To calculate the Net Promoter Score (NPS), you need to ask one simple, fairly straightforward question: We are committed to help organisations drive improvement through the EFQM Excellence Model, a comprehensive management framework used by over 30 000 organisations in Europe. To help you implement our Model,

More information

Sally Sample 24 August 2010

Sally Sample 24 August 2010 candidate interview report Sally Sample 24 August 2010 preface The RPMQ is a self-report questionnaire designed to measure characteristics that are important in the occupational setting. These characteristics

More information

Competencies for Deputy Principal JMB Framework

Competencies for Deputy Principal JMB Framework Competencies for Deputy Principal JMB Framework 8 In 2011 a group of Principals, Deputy Principals, Chairpersons of Boards of Management and representatives of Trustees working with the JMB identified

More information

Creating a Culture that Puts Customers at the Heart of Your Complaints Handling. Sarah Cook Managing Director The Stairway Consultancy Ltd

Creating a Culture that Puts Customers at the Heart of Your Complaints Handling. Sarah Cook Managing Director The Stairway Consultancy Ltd Creating a Culture that Puts Customers at the Heart of Your Complaints Handling Sarah Cook Managing Director The Stairway Consultancy Ltd Creating a Culture that Puts Customers at the Heart of Your Complaint

More information

Risk, security, and legal analysisfor migrationto cloud. TRANSVERSAL PART: Oral communication

Risk, security, and legal analysisfor migrationto cloud. TRANSVERSAL PART: Oral communication Risk, security, and legal analysisfor migrationto cloud TRANSVERSAL PART: Oral communication TRANSVERSAL PART OVERVIEW 1. Oral communication 2. Effective communication Definition Oral communication implies

More information

Amcor Commercial Leadership Development Program

Amcor Commercial Leadership Development Program Amcor Commercial Leadership Development Program Creating a new world of packaging The Commercial Leadership Development Program (CLDP) is a key part of Amcor s commitment to developing Sales & Marketing

More information

1. An overview of local authority communications p3. 2. New National Reputation Project p3. 3. Key aims of the Corporate Communications Strategy p4

1. An overview of local authority communications p3. 2. New National Reputation Project p3. 3. Key aims of the Corporate Communications Strategy p4 Corporate Communications Strategy 2010-2015 Contents 1. An overview of local authority communications p3 2. New National Reputation Project p3 3. Key aims of the Corporate Communications Strategy p4 4.

More information

Engagement Items Resource Guide

Engagement Items Resource Guide Engagement Items Resource Guide Engagement and Productivity: Basic Needs Q01. I know what is expected of me at work. Knowing what is expected is more than a job description. It is a detailed understanding

More information

Leadership Self Assessment

Leadership Self Assessment Leadership Self Assessment This self assessment is designed to help leaders determine which leadership skills they may need to develop. It focuses on eight components dealing with (1) providing direction,

More information

Lesson 3: Leadership Development

Lesson 3: Leadership Development Leadership Development Lesson 3: Leadership Development Youth groups can play a vital role in supporting young people to grow and build skills to succeed in their lives. While the adult may assume primary

More information

Example: Virginia Tech ~ Human Resources Strategic Plan,

Example: Virginia Tech ~ Human Resources Strategic Plan, Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departments

More information

Job exodus trends employee sentiment poll

Job exodus trends employee sentiment poll Job exodus trends 2015 employee sentiment poll /2 The annual Investors in People employee sentiment poll reveals major trends across the UK workforce. By tracking the likelihood that people are looking

More information