Organisational Fitness Scan

The Organisational Fitness Scan is how we measure Organisational Fitness.

It’s more than an employee survey - it’s a holistic approach to assessing the 16 topics most important to your people, from leadership to role fit, giving you insights that help to drive change.

Use the Organisational Fitness survey for an overall scan, for feedback on the 16 topics that matter most to your employees. From this survey, you’ll identify strengths to celebrate, opportunities to improve, and understand your organisation’s ability to adapt to change.

When to use this survey

There is no specific time recommended to measure Organisational Fitness. Continual measuring is recommended, during or after big changesand events such as a restructuring is a good timeto measure engagement to understand the workforce in greater detail. Other considerations are:

In order tocreate a baseline to start tracking Organisational Fitness indicators
If you’renew to collecting employee feedback
When it’sbeen over a year since your last survey
Before revising your people strategy

How the survey is scored

This survey addresses the four criteria of Organisational Fitnessusing the 4 Value Drivers from the Framework:

Governance,
Enablement,
Visibility, and
Agility.

Asking 16 questions across these 4 Value Drivers on a 5-point Likert scale, from strongly agree to strongly disagree, we first find each survey respondents’ total score. This is based on the proportion of positive answers (‘agree’ and ‘strongly agree’). Combining these scores, we find the average over all respondents - and that’s your overall Organisational Fitness score.

Understanding your Organisational Fitness Score

The indicators are used together to measure the overall fitness of an organisation via the Organisational Fitness score. The Organisational Fitness score is essentially a general score for your organization. Working with the Insights module, you will be able to view the Organisational Fitness score from a variety of filters. At the hierarchy or department level, you may find that Organisational Fitness score varies. Comparing departmental scores, and how departments score compared to the organisation is a common way to monitor Organisational Fitness.

These indicators are scored as a percentage value, with a higher percentage indicating a stronger performance in that particular area. By analysing the scores for these indicators, organizations can identify areas where they are performing well and areas where they need to improve. This information is used to develop strategies. Such work might include implementing changes to improve overall organizational performance.

Introductory Text

In this survey, we’ll ask you about 16 core areas of our business - from how we communicate, to how supported you feel. This will help us understand how we’re doing as a business, and guide our next steps - with the aim of making {our organisation} a better place to work.

Governance

The Governance Value Driver helps you gather information about your organization’s values, and if they’re reflected in your policies and procedures. This information lets you see how your employees feel about guidelines in place, your organisation’s strategy, and how people behave.

The Governance Value Driver is made up of the indicators: Inclusion, Decision Making, Purpose & Values and Experience.

Indicator	Question	Rationale
Inclusion	I work in an environment where everyone can feel included, respected and accepted for ‘who they are’.	Everyone can be their authentic selves at work and feels they work in a fair, meritocratic environment.
Decision Making	We take actions and make everyday decisions that are consistent with our strategy and long-term goals.	Decisions are made with consistency, aligned to strategy and made with clear rationale that is understood by all.
Purpose & Values	{Our organisation} sets goals that are important, meaningful and help keep me motivated.	Actions ‘on the ground’ and people’s behaviours are consistent with a shared set of organisation values.
Experience	My knowledge, skills and expertise are respected, recognised and fairly rewarded.	Workplaces are a considered environment with HR and functions creating a positive career experience.

Enablement

The Enablement Value Driver tells you whether your employees feel supported at work. This means having the right tools or skills to do your job, having a manager who encourages you to succeed, or being part of a team that works well together.

The Enablement dimension is made up of the indicators: Collaboration, Tools, Support and Role Fit.

Indicator	Question	Rationale
Collaboration	{Our organisation} is an effective team that works well together and we help each other when needed.	Teams help and support each other, understanding their respective objectives and communicate to prioritise collective tasks.
Tools	Our tools, systems and processes make my working life easier and set me up for success.	Processes and technology are efficient and well designed to facilitate the tasks and activities required of teams/individuals.
Support	I feel that my manager is supportive of me and encourages me to succeed in my role.	Managers are facilitators who clarify and communicate effectively to resolve issues or improve outcomes for each team member.
Role Fit	My skills and talents fit well with my role and I feel able to get the job done.	Individuals have responsibilities that match capabilities. Everyone is appropriately skilled to be successful, now and in the future.

Agility

The Agility Value Driver provides insight about how your employees feel our company adapts well to change. Are you trusted to take action when you need to, and do we have the right approach and knowledge to meet our customers’ changing needs?

Agility is made up of the indicators: Innovation, Knowledge, Customer, and Empowerment.

Indicator	Question	Rationale
Innovation	We welcome change and are able to adapt and innovate quickly whenever needed.	People are able to identify issues, share ideas and ideas for ‘change’ are tested and results of trials are shared openly.
Knowledge	People and teams often share expertise, experience and relevant knowledge amongst each other.	Collective knowledge of the organisation can be accessed and employee capabilities are proactively developed.
Customer	We understand all of our {customers} and are able to meet their different needs and expectations.	Needs of the customer are prioritised and their special or changing circumstances are well understood and services adapt suitably
Empowerment	When faced with a difficult situation at work, I feel trusted to exercise my judgement and make appropriate decisions.	People are able to act with confidence, knowing their role and the boundaries they should operate within.

Visibility

The Visibility Value Driver measures how well your employees feel your organisation communicates. Do they feel heard, and do leaders and managers share relevant updates, changes, and priorities with them to keep them connected?

Visibility is made up of the indicators: Transparency, Communications, Leadership, and Listening.

Indicator	Question	Rationale
Transparency	Within our team, we talk openly and transparently about both the challenges we face and our successes.	Recognise contributions of teams and individuals. Challenges raised in feedback are discussed openly and reflected in priorities.
Communications	I get the information I need about changes in priorities and broader goals in order to do my job well.	People know objectives of the organisation, priorities are clear and progress on goals is shared concisely and regularly.
Leadership	Leaders in {our organisation} are connected to the daily reality of {our business} and respond appropriately.	People feel their leader understands their roles, their challenges and is visibly connected to the daily reality of the organisation.
Listening	There are opportunities to give genuine feedback and I feel like my voice is heard.	Views are shared openly and employee voice is respected, listened to and actions are taken on legitimate concerns

Your Voice

Your Voice gives respondents to share their experience in their own words, giving honest feedback on what is going well, what can be improved, and how they feel about your organisation.

Your voice is made up of 3 open text questions: Change, Hero, Culture.

Indicator	Question	Rationale
Change	Can you think of a change - small or large - that would make {our organisation} fairer, better or give your everyday work more meaning?	Opportunity to share ideas for change initiatives without limitation so that change initiatives can be discovered or contextualised.
Hero	Think of someone you see as a role model at {our organisation}. What characteristics do you admire in them?	Measure of the actual ideals present in the organisation and enables comparison with value statements set by the organisation.
Culture	What do you tell your friends and family about what it is like to work at {our organisation}.	Identifies the behaviours and characteristics of everyday work that shapes culture and states the reality of the employer’s brand.