never 1..2..3..4..5  always

EMOTION FACTORS

   People treat each other with respect
   There is supportive supervision of work
   Individuals feel personally valued
   Cooperation with others is a priority
   Everyone is treated fairly
   Candid feedback is encouraged
   Help and support is easily available
   There is a balance of work and personal life
   Mistakes are quickly admitted and corrected
   People are recognized for a job well done  

KNOWLEDGE FACTORS

   Responsibilities are clearly communicated
   Workplace promises are met with action
   Important information is openly shared
   There is a clear link between tasks and goals
   Assumptions are regularly reviewed
   There is clear accountability for actions
   Lessons learned are rolled into new actions
   The organization connects well to other groups
   Ideas from personnel are taken seriously  
   Knowledge and skills are often upgraded
A quick & easy check-up
A highly successful workplace combines
key human emotion and knowledge needs.
The result is higher morale, improved
productivity, and greater innovation. Which
means a stronger, more profitable, and
adaptable organization.  Use my
Organization Energy Index to do a quick
and simple check-up on the corporate
environment in your workplace.
Take my on-line
survey to
compare what's
important to you
versus how
good a job the
company is
doing to meet
your top needs.
The Index on the right measures how well your
organization is doing and what kind of “personality” it
has based on what our research and experience has
shown are the key factors of successful workplace
engagement.

WARNING! The engagement factors in our index are
what research shows are the most common needs to
all workplaces. But people in different sectors of
employment place varying levels of importance on
each factor. For example, soldiers in a military unit
will place a higher priority on some of the 20 factors
than accountants working for a tax office, and service
sector workers will place a different priority on some
factors than those working in a computer software firm.

The biggest mistake made in engagement surveys is
assuming all 20 factors carry the same weight with all
types of employees. Wrong! You can end up spending
a lot of energy and resources on attending to a low
score on a general engagement survey when in fact
that issue is of little concern to most people. To avoid
this problem, first ask employees to rank the
importance of the 20 factors, and then ask them to
rank how good a job the company is doing on
delivering on those highly-rated factors (and, of
course, I'd be pleased to provide our services to you in
both designing and analyzing such a survey).  
TOTAL SCORE AND WHAT IT MEANS
Organization Energy Index
Sopow & Wilde Organizational Consulting