Most organizational assessments offered to businesses are limited in scope – focusing on people and culture, processes, OR tools. Our assessment tool is unique because it is HOLISTIC, covering ALL of the capabilities of an organization to give a complete 360-degree view of strengths and weaknesses.

Performance of an organization is not limited to any one capability or dimension, but it is an interplay between people, process, systems, organizational structure, and business drivers. We use multiple forms of data collection, including key stakeholders’ surveys, interviews, observation, operations data, and business metrics to draw insights on the factors affecting performance. This assessment gives us both a big picture of how an organization is operating and allows us to drill down into specific areas.

In order to reap the most value, a business needs to be able to ACT on these insights, rather than conduct an organizational assessment just to get data. This action takes courage from leaders, along with the right support from external change management consultants and internal champions to make the changes that are needed. So, before deciding to conduct an organizational assessment, a leader should be clear on her goals and plan for taking action on the insights.

How to Fuel Employee Engagement: Measure Feelings as Part of an Organizational Assessment

Feeeeeelings, nothing more than feelings………….

organizational assessment

Actually, there’s a lot more than feelings. Especially in the corporate world. There are milestones to be met, KPI’s to reach, money to be made, promotions to get, titles to earn, accolades to receive.

Yet, what if I told you that feelings contribute tomost of these? Would you believe me?

As a career coach and business consultant, I remember at one of my client’s last year — I noticed within about a week of being in the workplace how unmotivated, dejected, and even resentful the employees were. For the last 2 years, they had been bombarded with constant changes in processes, with very little understanding of the rationale for these changes other than “leadership’s whims.” They were also working with substandard tools, despite numerous pleas to management to upgrade to higher functionality.

The lack of engagement was contagious, even to external business consultants on the team. I remember hearing another consultant I was working with tell me, “I’m not really incentivized to work harder than I am, so I don’t.” He would ask me every day if I wanted to go out and get a drink during work.

It wasn’t that the pay was bad — it was actually above market. It was obvious that there was something else missing — a sense of respect. A sense that leadership is listening. A sense that leadership understands.

As you’ve figured out by now, employees(and customers) are not exactly robots(yet) that can be easily measured, quantified, understood, and served in a predictable fashion. They have all these complex wants and needs, motivations, objections, life experiences, perspectives — can’t they be more simple?

Leadership Needs Coaching

Taking it a level deeper — leaders need to be more cognizant of their own feelings, too. They can’t just act according to whims and expect everyone to get in line — people are super sensitive and touchy now! Just ask Uber’s ex-CEO Travis Kalanick, Papa Johns’ John Schnatter, and Starbucks’s Kevin Johnson, even.

Well, the bad news for leaders: times have and will continue to change. Mainly because it’s becoming easier and easier than ever to tarnish the images of old businesses + start new businesses, resulting in rapid new entrants with lean models that allow them to scale faster and faster. There is more choice, more diversity, more environmental sensitivity , more political sensitivity — resulting in sharp divides within markets.

And so, with all of that, “how people feel” is becoming more and more of an important factor for businesses of all sizes to optimize. Because it’s getting harder for companies to subdue an unhappy employee, or customer, for that matter.

It’s also good news, though. How employees feel impacts things like how productive they are, how quickly they learn, how they impact the company culture, how they speak about their company to friends and on public forums, etc. the list goes on. Which means, if you actually become an effective leader, you have the power to empower your employees to the point of getting amazing, unprecedented returns on their potential.

Luckily, because we have such new methodologies, tools, and technology at our disposal, our organizational assessment is a sophisticated way of measuring feelings and being able to improve them right away.

Gone are the days of the clunky, paper-based employee engagement survey that employees would ignore filling out, and even if they did fill them out, nobody would bother to look or take any action.We now have new tools that can accelerate the journey of developing a healthy, more collaborative organizational culture. Want to learn more about our organizational assessments? Visit!