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The culture, values and level of employee engagement within an organisation are widely acknowledged as having key influences on its performance and effectiveness. These influences can be both positive and negative, and may impact on both harder quantitative aspects of organisational performance (e.g. productivity, profitability) and softer qualitative aspects (e.g. staff morale, motivation and team work).

It has also been suggested that the most effective business leaders are those who pay attention not only to what a company does in terms of its operations, but also to how it does it. Additionally, the impact of an organisation's culture, values, and engagement often extends beyond those who work directly for it - for example, it can also impact on customers, suppliers and prospective recruits.

An organisation's culture, values, and engagement will therefore have a crucial impact on the way it operates. It influences what behaviours are rewarded, how people work together and how decisions are made. Managers need to have access to accurate, reliable and comprehensive information about their organisation's perceived culture and values and to act promptly yet sensitively to deal with the implications that follow.

It is not until you have identified your organisation's strengths and development needs that you can create an effective solution that will form a solid foundation for the future. Culture & Engagement provides you with the foundation stone for change in your organisation, and is a real catalyst for improving business performance.

Organisational Culture

Clarity of Vision

The awareness of the aims and objectives of the organisation, and how it means to reach them.

Motivation

The enthusiasm for working at the organisation, and willingness to contribute to its success.

Learning From Mistakes

The ability for an organisation to learn from its mistakes and take steps to avoid repeating them.

Brand

This section shows how much your employees understand what it means to work for your organisation and actively promote its ideals.

Organisational Wellbeing

The extent to which people feel the organisation has a helpful and effective policy on wellbeing and supports its employees in this respect.

Organisational Engagement

How engaging the organisation is to work for as a whole in the opinion of its employees, together with their views on how it treats others.

People Values

Integrity

The emphasis on colleagues being honest, open, trusting and fair with each other.

Team Work

The encouragement within an organisation for people to co-operate and work together.

Customer Focus

The importance placed on customers and their needs by an organisation.

Diversity

The recognition and respect for individuality and diversity within an organisation.

Staff Development

The emphasis on training staff and encouraging them to learn new skills.

Personal Wellbeing

The degree of wellbeing experienced by the people who work for the organisation and how much they minimise their levels of stress.

Personal Engagement

How engaged people feel working for the organisation and how much they are inspired by doing so.

Task Values

Quality

The maintenance of high work standards, eliminating faults and improvement of procedures.

Innovation

The encouragement of new ideas and approaches, original thinking and creativity.

Business Focus

The weight an organisation places on performance, profit, commercial success and growth.

Autonomy

The freedom of colleagues to work in their own way, take the initiative and implement their ideas.

Performance

This section shows how much your employees feel that they get regular feedback on their performance and understand how their role contributes to success.


Survey Details

Survey Details

Culture & Engagement allows you to compare your results to other organisations, and to your own past surveys. To allow you to put the information in context, survey details are provided regarding the number of people who took part, the dates over which they completed it, the region of area where the survey took place, the sector of the workforce involved and the size of the organisation participating. This information is also provided for any comparison groups you choose to include in the survey, and your own past survey results.
Biographical Questions

Biographical Questions

Biographical questions enable you to gather factual information that describes the participants who have been asked to take part in the survey. We provide a default range of demographical questions, but this section can be tailored to include any information that you would like to collect. Questions can be single or multiple choice, voluntary or compulsory and can all be used to further analyse the results gathered from the Culture and Values, and Employee Engagement sections of the survey.
Culture & Values

Culture & Values

The culture, values and level of employee engagement within an organisation are widely acknowledged as having key influences on its performance and effectiveness. These influences can be both positive and negative, and may impact on both harder quantitative aspects of organisational performance (e.g. productivity, profitability) and softer qualitative aspects (e.g. staff morale, motivation and teamwork). The culture and values section of the survey looks at how an organisation is perceived by measuring a selection of scales including clarity of vision, motivation, organisational learning, integrity, team work, customer focus, diversity, staff development, quality, innovation, business focus and autonomy.
Employee Engagement

Employee Engagement

While the culture and values section addressed how an organisation's employees perceive its culture, the Employee Engagement section relates to their personal feelings about the organisation; how they feel about it, and how they engage with it. It is one thing to have a clear view about what goes on in an organisation, but this section gets to the heart of what impact this has on its employees, and what it means to them to be working for it. While Research indicates that organisations with satisfied employees are more productive - it's a clear case of documented findings matching common sense. If employees are disengaged, then an organisation is likely to be faced with difficulty in recruiting good people and keeping hold of its talented ones. They say a reputation can take a lifetime to build up but can be destroyed in an instant and this is just as true of an organisation as it is of a person.
Biographical Splits

Biographical Splits

Sometimes it is necessary to understand how different demographic groups perceive your organisation in a variety of ways. Using the biographical questions asked at the start of the survey you can use the Culture and Engagement tool to find out how the perception of your organisation varies by department, region, specialism or any other questions you choose to ask.
Respondent Comments

Respondent Comments

Sometimes a survey will not discuss all of the topics that a participant may want to address. Whenever a participant is asked to complete a Culture and Engagement survey, they are asked to provide some follow up comments that relate to the feedback they have provided as part of the survey itself or that they feel need to be raised or included as part of the Culture and Engagement process. Ensuring that participants are able to provide comments ensures that voices are heard, views are acknowledged and insights are valued.

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