Leaders at all levels need to do climate assessments. Leaders with only one or two subordinates need to practice good communication skills — talk to your people. Bottom line — if someone is leading others — they need to have a continuous finger on the pulse and occasionally go in for a deep-dive, formal assessment.
Typically, I recommend conducting formal surveys between 70 and days after assuming a role as a leader. This survey will provide incoming leaders with a bench mark of the climate during transition from the previous leadership to current leadership.
If a good exit assessment is done by the outgoing leader then incoming leaders could extend this to days. Bottom line, leaders need to know the climate of the organization upon their arrival.
After the bench mark assessment leaders should do a formal deep dive assessment annually. To be clear though, good assessments are constantly on going using a variety of methods and will provide a continuous monitor for the health of an organization.
Although surveys will certainly help — they are not the only option. A good assessment consists of three sources of information:. Survey data can be gathered by a variety of sources. Survey monkey for instance, is a free tool that provides leaders with a wide variety of resources. Leaders should consider bringing in a subject matter expert to help with question design. Interviews can be both formal and informal in this case. In the formal sense though, interviews consist of two types; individual and group.
An individual interview is generally done with senior leaders from the organization or external stakeholders.
Group interviews are often referred to as focus groups or sensing sessions. But these are typically done with survey results as a starting point. Small groups provide a certain dynamic that reduces fear of sharing and good facilitators can glean incredible amounts of information in a short period of time. Observations include everything the assessor sees during the assessment.
Climate has been shown to promote a variety of positive internal organizational outcomes such as employee satisfaction, employee productivity, employee turnover, and employee use of training. Climate has also been shown to promote a variety of positive external organizational outcomes such as increased production and customer satisfaction.
For example, to the extent that employees see managers and their peers adhering to policies, practices, and procedures, experience open communication channels between and among service group members, experience rewards for teamwork, are appropriately trained, and are rewarded for their adherence to policies, practices, and procedures, both positive internal and external outcomes are more likely. To the extent possible, survey respondents are not asked about feelings and perceptions, but rather the extent to which people in their immediate service group experience a variety of observable practices.
For example, questions such as rating individual job satisfaction, individual training program satisfaction, individual knowledge of policies, etc.
Employees may have received necessary training, but do not use it back on their jobs because the rest of their work group members do things differently. Self-assessments can help boards and staff more quickly identify areas in which your organization can improve its effectiveness to serve its mission. While individual staff or board members may feel uncomfortable with self-assessments, reinforcing how assessments are directly tied to advancing the mission may help them become more comfortable participating in self-assessments If your nonprofit receives funding from a private foundation s , don't be shy about asking whether the grantmaker recommends a particular self-assessment tool or evaluation process.
Some grant reports have specific questions for the grantee to address that ask about the process the organization uses to neasure its outcomes or progress. Outcomes Measurement. Performance Management.
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