ORGANIZATIONAL DIAGNOSIS

Organizational Diagnosis

Let’s picture a short context for a clearer understanding of the service

A record number of employees quit their jobs, more than ever in the context of pandemics, and many of them make such decision without having secured another job elsewhere.  The organizations that understand the real reason of these decisions take time to reflect in order to find and implement solutions to diminish the risk of losing their human resource and, on contrary, to become attractive in a disruptive labor market.

More details about this alarming situation – you can find in the article of McKinsey , Great Attritionor Great Attraction? The Choice is Yours.

(The current situation in Romania is relatively comparable in terms of proportions and we base our assumption on the empirical data collected from recruiters directly involved in labor market (companies and candidates). However we do not see reliable studies for the local market to bring reliable figures).

 

Even if this is a study representing US, a very comparable situation is facing Romania and many other countries. But we use the McKinsey as they have a thorough study and data presented clearly

The employers state more frequently that they expect their job to have meaning, significance, a sense both for the company and for themselves and their lives. So, it is necessary for the company to meet these needs or be ready for new resignations. This is since in the employee – employer relationship the employer is not in a power position anymore, especially this being true for US and Europe (including South -East countries of the latter).

 Many employees state that during the pandemics they had time to thought more about themselves and reconsider their life priorities. Thus in these times it became much more important to take into account people’s fundamental values in order to attract them from the market and retain them in teams while creating the appropriate conditions for employees performance. Because yes, the performance is the consequence of employee – employer communication and cooperation, not just about the competencies and knowledge the employees bring in company.

Some employers understand this principle and show interest in creating meaningful and valuable experience for the employees. But frequently the problem is just in the correct recognition of what is truly valuable for the employees. We have discussed with a manager who, with a good intention, “hauled” the people in the company to participate in elaborate and complex trainings. It was the manager who saw the courses important and relevant for themselves, an thus thought these will be equally appreciated by the employees. But … the trainings were not relevant for employees’ job-related needs or career aspiration plans. The employees declared, in individual meeting that they would have appreciated more for instance an Excel course, or some practice exercise to strengthen team communicating, team works or empathy development.

It appears the management spend money for no real benefit.

 We want to just highlight we are not at all against elaborate courses and development programs, but to say each course is designed for specific needs, specific professional categories, or people who are in a certain career or emotional / maturity level.

Such good intentions targeting to motivate and retain employees and cultivate creativity and performance need to be based on a nuanced awareness of employees’ values, opinions, aspirations as well as their perception regarding various elements of organizational experience (such as their open opinion about the company, job, colleagues, managers, personal – organizational values gap, perception of organization fairness etc).

Service Organizational Diagnosis

We deliver specialized service of collecting, centralization and presentation of quantitative and qualitative data regarding the way the employees feel in a company and their experience with manager, colleagues, operational structures and dynamics, with climate and culture, their perception about fairness and equity.

By analyzing all these data we propose tailored interventions to improve the organizational climate, to align critical expectations in order to increase engagement, retention, performance and to build a healthy work environment, either if it is in physical or virtual medium.

 

Deliverable:  A report with a central presentation and analysis of collected data and recommendations.

You can find below a model of such data, where we put together information from 2 separate companies, to show that each company has its themes, different strengths and culture / values.

Organizational Diagnosis Report Talent Reserve

Complementary benefits:

Beside showing the management a picture of employees’ opinions, attitudes, values, expectations, the participants themselves can sense they have a higher importance in the whole organization as individuals, they are more visible than they might think. They can grasp that by saying what they have to say they cand change something which satisfies their need for recognition, power, connectivity etc

 Etc.

 This awareness itself is a powerful engine to start change and further development. Subsequently, this change process need to be sustained and conducted by management, on schedule, in order to not dilute.

You can directly contact us to  discuss and understand your challenges regarding the HR climate  in your company

 

 

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