Management Practices Survey
Individual feedback from the Management Practices Survey (MPS) helps managers at all levels of the organization identify and analyze the factors that influence the performance, motivation, and job satisfaction of those who report to them. The survey is designed to help executives, managers and supervisors obtain the views of their direct reports regarding the factors that are influencing their effectiveness. By analyzing the data in the areas of: performance expectations; effective authority; teamwork; performance evaluation and development; rewards and recognition and responsibility for results, managers are able to identify actions they can take to increase their personal effectiveness, achieve better results and gain greater satisfaction in carrying out their responsibilities.
Leadership Practices Survey
To succeed in today’s constantly changing work environment, every executive, manager and supervisor has to carry out vital leadership responsibilities. The Leadership Practices Survey (LPS) provides insight into the practices of an effective leader. The survey provides focused feedback from the manager’s direct reports on five critical dimensions of leadership. By analyzing the areas of: leading through change; creating shared purpose; building relationships; empowering people and aligning for action, managers learn what they need to do to be more effective in carrying out the leadership roles expected of them. Aggregate survey data from across the organization can help executive teams pinpoint the gaps between the leadership practices currently used within an organization and the expectations employees have of their leaders. An analysis of high quartile leaders reveals best practices within the organization and provides an important benchmark for every leader to emulate.
Associate Practices Survey
The Associate Practices Survey (APS) gives employees vital information on their effectiveness in working with others in their organization. The APS can be used to provide important feedback to employees from peers, managers and other employees across the organization where there are no reporting relationships. These working relationships are often vital to employees’ and the organization’s ability to achieve critical objectives. The APS provides insight into those practices that are critical to working effectively within one’s work unit as well as getting things done across organizational lines. Used at any level in the organization, the APS provides timely feedback on an employee’s effectiveness in: problem solving; responsiveness; handling conflict; collaborating; commitment to high standards; and taking initiative and responsibility. The APS enables employees to understand the impact they are having on other people in the organization and to take responsibility for improving their working relationships with them.
Change Effectiveness Questionnaire
The Change Effectiveness Questionnaire (CEQ) provides senior executives with the opportunity to gather organization-wide data on employees’ readiness for announced change initiatives and their perceptions of the overall appropriateness of the planned changes. The Change Effectiveness Questionnaire provides focused enterprise-wide feedback on the critical factors in the change process including: vision; enrollment; alignment; empowerment; and leadership and management support. Access to this critical employee feedback has a significant impact on the effectiveness of executives in preparing for and carrying out their change initiatives. An audit of your employees’ level of acceptance of any planned, wide-scale organizational change enables the leadership team to identify and address employee concerns before they become major impediments to the successful launch and implementation of their change initiative. An analysis of the organizational data helps executive teams generate a blueprint of the actions they can take to ensure that their vision of the organization’s desired future state will be realized.
Change Leadership Survey
The Change Leadership Survey (CLS) assesses the effectiveness of executives and managers in carrying out organizational or work unit change initiatives. Large-scale business process renewal including the introduction of enterprise-wide IT initiatives requires radical changes to work process and technology. Success depends in large part on harnessing the technical expertise of an organization’s workforce. Perhaps an even greater determinant of success of such change initiatives is the ability of an organization’s management team in leading employees through the change process. If the human factors side of the change process is not addressed successfully more change initiatives often fail. The Change Leadership Survey provides employee feedback on the effectiveness of leaders at all levels in transforming their organizations. An analysis of feedback from their direct reports provides leaders with important insight into how employees views their effectiveness in: creating alignment for change; preparing people for change; leading people through change; empowering people to change and building momentum for change. The CLS is different from the Change Effectiveness Questionnaire in that the CEQ is best used to collect organizational/department data while the Change Leadership Survey provides individuals with personal feedback on their practices in leading their direct reports through the change process.
Social Skills Inventory
The Social Skills Inventory (SSI) enables participants to assess the effectiveness of their interpersonal and conflict management skills and to improve their overall interactions with their co-workers. The SSI helps employees analyze their self-awareness, self-management and social awareness skills and the quality of services they provide to their co-workers. An analysis of survey results enables employees to identify the actions they can take to increase their emotional intelligence. The Social Skills Inventory helps them to develop plans that detail the steps they plan to take to increase their overall social skills, improve performance and build long-lasting relationships with co-workers.
Team Effectiveness Survey
The Team Effectiveness Survey (TES) is an ideal diagnostic tool to help intact work teams, whether they are newly formed or have been in operation for some time, to assess their overall effectiveness and identify the steps the members can take to improve overall team performance. Each team member, including the team leader, assesses the team as a group. Data is not collected on individual team members; rather data is collected on the overall effectiveness of the team. While each member is able to compare his or her self-assessment with the collective assessment of the team, the TES is a team diagnostic tool and not an individual assessment instrument. By presenting aggregate results, the TES allows the members to focus on the collective performance of the team and avoid possible distractions caused by assessing each team member individually. By reviewing the team’s purpose, its use of people, the power each member has, the performance of the team, and the team learning style, the focus of the debrief is to assist the team as a whole to reach consensus on the steps that everyone can take to increase their team’s overall effectiveness.
Team Member Impact Survey
The Team Member Impact Survey (TMIS) is designed to provide individual team members and/or team leaders with personal feedback from their team members on the impact they are having on the team and its performance. The team member or team leader who is surveyed receives aggregate and anonymous feedback from all the members of his or her team. Use of the instrument is ideally suited to those situations where team members need to consider their impact on and contributions to team performance. The Team Member Impact Survey is an effective tool to use when stepping up to behavioral problems and/or unresolved conflicts that are undermining the performance of the whole team. The TMIS is a powerful tool that experienced coaches can use to help individuals increase their personal effectiveness in their teams.
Project Management Practices Survey
Managing projects may be the single most important role in most organizations given today’s cost-cautious and performance-driven workplace where project delays and/or failures can have dire consequences for all stakeholders. Impediments to project performance can only erode employee motivation and confidence in project leadership. Nowhere is the impact of management more obvious than on large-scale projects. The ability of project managers to leverage the talents of their project team members and to keep them working at peak levels is critical to completing projects on time and on budget. The Project Management Practices Survey (PMPS) provides project leaders and managers with focused feedback from their project team members on the critical factors of: performance expectations; effective authority; teamwork; maintaining and reviewing progress; recognition and feedback; and responsibility for results. An analysis of individual feedback helps project managers identify practices that may be getting in the way of project results so that they can be addressed quickly and successfully.
Performance Management Questionnaire
The Performance Management Questionnaire (PMQ) can provide everyone on the management team with focused feedback on their management practices and the influence they are having on the performance, motivation and development of those who directly report to them. If management is defined as the art and science of ‘getting results through others’, then managers who take the PMQ will find survey data they receive from the people whom they supervise very actionable. The PMQ gives managers the information they need to improve their effectiveness in managing the performance of their direct reports and ensuring the achievement of their performance objectives. An analysis of survey results provides managers the insight they need to leverage the talents of their employees and strengthen their ability to achieve the objectives for which they are accountable. The PMQ is similar to the Management Practices Survey but narrower in scope. The PMQ does not address the organizational questions raised in the MPS.
Sales Practices Survey
Sales organizations that seek to become more customer-driven frequently take steps to determine which sales practices their customers believe are contributing to or inhibiting the effectiveness of the sales people who call on them. The Sales Practices Survey (SPS) provides sales people with insight into how their customers are responding to their sales practices. As a result, the data collected by the SPS provides sales people the information they need to become more customer-driven. The SPS provides focused feedback that sales professionals can use to identify the specific practices that will enable them to increase customer satisfaction and improve their overall sales performance. The survey presents feedback across six important dimensions of sales performance: knowledge; communication; service quality; working relationships and personal responsibility. The survey data provides an in-depth view of the practices that distinguish an organization’s most effective sales representatives from its least effective. An analysis of composite survey results helps senior sales executives identify the strengths and improvement opportunities of their sales organization as a whole as well as by district, region or area. The SPS can be readily tailored to each client’s unique culture and terminology.
Decision Making Practices Survey
The Decision-Making Practices Survey (DMPS) provides insight into the factors that affect decision-making in a group, work unit or organization. The DMPS enables participants to assess the effectiveness of their decision-making styles and practices. An analysis of survey feedback helps participants analyze the overall quality of their decision-making skills as viewed by the people with whom they work. The survey results enable participants to identify the actions they can take to increase their decision-making effectiveness and improve the overall performance of their work group.
Human Resources Practices Survey
The Human Resource Practices Survey (HRPS) provides human resource professionals with constructive feedback from internal customers regarding the factors that influence their overall effectiveness in meeting their service needs. The HRPS also provides survey participants with insight into how well they are meeting their operational responsibilities and in representing the Human Resource Department professionally. The HRPS provides detailed feedback on the impact of each participant’s practices on their internal clients. An analysis of survey data enables HR staff members to identify the actions they can take to increase their overall effectiveness in meeting the requirements and expectations of their internal customers.
Mentoring Relationship Survey
The Mentoring Relationship Survey (MRS) provides a vivid picture of the impact of various mentoring practices on protégées within an organization. Responses from all employees who are working with a mentor are complied and aggregated as a group. The results presented in a group report assist mentors as a team to identify the factors that contribute to as well as inhibit the organization’s mentoring program. Composite results identify strengths and improvement opportunities of the mentoring program as well as the overall effectiveness of the mentoring team in coaching, counseling and guiding protégées. An analysis of survey data helps mentors and those in charge of the mentoring program to identify the specific actions they can take to improve the mentoring process through out the organization.