Organizational Effectiveness

organizational effectiveness
We assess Organizational Effectiveness through use of diagnostic tools to develop knowledge and awareness–from leading teams, decision making, achieving goals, improving performance, and relating to others.

We use both customized and standardized assessments to gauge insight into the underlying issues that are destructive to a company's employee morale, performance and productivity.

Customized Organizational Assessment

We have been retained to consult when issues arise around poor employee morale, communication and supervisory issues, or allegations of discrimination of a protected class or sexual harrasment.  For each engagement we develop a customized assessment using one-on-one listening sessions, group sessions and confidential online surveys.  These assessments help us to diagnose and pinpoint the underlying issues of problems and assist us in designing and delivering customized solution for the client.

Standardized Assessments

In our practice, we also use a combination of one or more established standardized assessments to guide and coach employees such as:

Leadership Styles:  Kurt Lewin and colleagues did leadership decision experiments in 1939 and identified three different styles of leadership, in particular around decision-making.  These are authoritarian, democratic and laissez-faire.  Other researchers have expanded on this research to develop variations of these styles.

Strength Finder:   Developed by Marcus Buckingham and Donald O. Clifton, Ph.D. the  "Clifton Strengths Finder," is a personal assessment test which will outline the user's strengths. The authors advocate focusing on building strengths rather than focusing on weaknesses.  The Gallup Polling organization has further distilled the theory into practice by interviewing 1.7 million professionals from varying fields. Having quantified the different traits of the people they interviewed, they came up with 34 distinct patterns—what they call "talent themes"—that best describe the range of human uniqueness observed during their research.

360 degree Assessment:  360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an individual's immediate peers, subordinates and supervisors as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional performance appraisal," where the individuals are most often reviewed only by their managers.

Certification – SPHR-HRCI

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