Do you have a culture of Authenticity? Survey

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* 1. Our Strategic Plan (or departmental operational plan)

Includes a specific focus on people and culture that addresses both their well-being and their productivity

Is more of a financial and or production planning document

Doesn’t have a specific focus on people and culture

Includes a specific focus on people and culture that mainly aims to optimize productivity

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* 2. Your values:

Were created with broad input from staff members, are clearly articulated and broadly understood, regularly come up in everyday discussions and have ‘no rank’ (every interaction in the organisation is expected to be consistent with the values regardless of the respective title/ rank/ seniority of the participants)

Our staff participated in setting the values and we display them on posters, cards, plaques, etc

We do have values but most people probably don’t know what they are or where they came from

We don’t have articulated values

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* 3. The managers in our workplace:

Are expected to respectfully hold the people in their team’s accountable, provide regular coaching and produce great results and exceptional employee experience

Are expected to meet their KPI's and budgets

Are expected to supervise their teams and keep everything under control and on time

Have a PD and should know what is expected of them

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* 4. When employees don’t perform at the required level or behave in line with our values:

They are spoken to directly about their performance

They are dealt with indirectly

They are often not dealt with

They are held respectfully accountable and are expected to improve their performance

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* 5. Team members received feedback about their work related performance and behaviour:

When it is obvious they need it

Through a variety of methods including formal reviews, regular one on one meetings and informal discussions with their supervisor

Rarely

As part of their annual (or semi-annual) performance review

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* 6. When we think about an individuals performance, we consider:

Their team and cultural fit as well as their technical performance

We just let people get on with their jobs

How well they fit in

Their technical performance

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* 7. In our workplace:

There are some friendship groups but not everyone is involved

Know who people’s favourite sporting teams are but not a lot more about them

People, regardless of rank or status, spend a reasonable amount of time connecting with each other and there is a strong sense of workplace camaraderie

We come to work, do the job and go home

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* 8. Information in our workplace

is shared on a need to know basis

Is critical in establishing power and influence

is shared as openly and freely as possible

Is closely guarded and the more senior someone is, the more secrets they know

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* 9. Please provide your name and email address (this is so we can send your quiz results through to you, we don't spam - we promise!)

Name

Email Address

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* 10. When difficult issues arise (poor performance, conflict between people, inappropriate behaviour, etc), we:

Have a discussion with the people involved where the issues are raised very honestly but also respectfully

These issues often don’t get dealt with

Deal with the issue by doing training or sending memos to the whole team – rather than confronting individuals

Have a discussion about the issues but these discussions can tend to get heated or emotional

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* 11. Consultation in our organization means:

Asking for staff input, listening to that input and then making the best decision even if it isn’t consistent with some of that input

Avoiding getting staff input

Asking for staff input, listening to that input and then trying to make a decision that will satisfy as many people as possible

Making a decision and then trying to get staff input that supports that decision

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* 12. In our workplace, people receive:

An ear bashing when they get things wrong, so they can fix it

Some feedback about their performance although we could make it more regular

Plenty of praise

Regular and specific feedback about the things they do well and the things they could improve

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* 13. In our teams:

Each person has clear responsibilities, and everyone is happy to pitch in and help needs it to ensure the team delivers the result

Each person has clear responsibilities and they are mainly left to achieve those – although we help each other out when the pressure is really on

We do our jobs and leave others to do theirs

We all do a bit of everything most of the time

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* 14. Thinking about learning and development:

A learning plan that includes goals set for them by their manager

We tend to stick to the stuff that is essential or compulsory (compliance related)

Everyone has a clear development plan that reflects the things their manager/ the organisation want them to work on and also the things they personally want to develop

We don’t have learning or development plans but we do offer some training opportunities

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* 15. Recognition:

We recognise the efforts of the team more than the efforts of individuals

When someone does something outstanding, we usually make a fuss of them

It is common for people to have someone go out of their way to acknowledge their performance or effort

We are just so busy getting things done that there is no time for recognition

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* 16. Employee satisfaction

People have jobs to come and they are paid to do them – why wouldn’t they be happy. If they aren’t happy, they can always find another job

We do things to help ensure our employees are satisfied and happy and get the general sense those things are working

It doesn’t seem to matter what we do, people still grumble about the workplace

We regularly check how satisfied and happy our employees are and dedicate time in senior leadership meetings to reviewing results and identifying strategies to maintain or improve in this area

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* 17. People come to work every day:

With clear goals and understanding exactly what is expected of them

With access to a position description and so should know what is expected of them

With a reasonable idea of expectations although things can change quickly

And do whatever they think is best

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* 18. We select new managers based on their:

How good they are at their current job

How long they have been with the organisation

Leadership attributes and then provide them with additional leadership specific training

Leadership attributes

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* 19. Thinking about the available resources (equipment, technology, information, human, etc):

The resources we have get in the way of our performance often

Our resources are reasonable but could be better

We have the resources we need to deliver the outcomes expected from us

It is impossible to achieve the results that are asked of us with the resources we are given

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* 20. As a manager, I believe that people:

Don’t like coming to work but need the money – so they will slack off if given the opportunity

Come to work because they want to be there and, with appropriate training and guidance, will be self-motivated and self-directed

Come to work because they want to be there so leave them to their own devices as much as possible

Would prefer to be doing something other than work so they need lots of direction and monitoring

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* 21. Think about your policies for managing the nature of the employee relationship: things like flexible work arrangements, inclusiveness and diversity, ongoing development opportunities, etc.

We have clear, written and contemporary policies that ensure our work place is inclusive and supports a range of lifestyles

We either don’t have policies or the ones we do have are not conducive to flexible and inclusive work practices

Our policies in this area need to be reviewed

We have policies even if they aren’t all written, and we do pretty well in this area

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* 22. When people come to work, they feel:

Safe from physical harm but they have to be emotionally tough to survive

Safe from physical harm although there are some people who feel like they are being targeted

Unsafe in general

Safe from the risk of any physical harm and they don’t feel vulnerable to emotional harm

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* 23. Well being

We do believe employee well being is important and have some strategies to address it

We have an employee assistance program in place for anyone who needs support

We recognise that well-being is a complex issue and have a range of strategies and initiatives to address well being from many angles

This isn’t an area we do much in

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* 24. When we make difficult leadership decisions, we:

Compromise to try to keep people happy

Avoid those sorts of decisions

Do what is right even if it is uncomfortable or unpopular

Prioritise keeping people happy