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 changes and events such as a restructuring is a good time to measure engagement to understand the workforce in greater detail. Other considerations are:
- In order to create a baseline to start tracking Organisational Fitness indicators
- If you’re new to collecting employee feedback
- When it’s been over a year since your last survey
- Before revising your people strategy
How the survey is scored
The Engagement survey asks four engagement questions on a 5-point Likert scale, from strongly agree to strongly disagree. From this data, each survey respondents’ total score is tabulated. This is based on the proportion of positive answers (‘agree’ and ‘strongly agree’). Combining these scores, the overall Engagement score for the organisation is calculated.
The survey also asks 16 questions relating to the Qlearsite Organisational Fitness framework.
Governance
The Governance Value Driver helps you gather information about your organisation}’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 an 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 employeees 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 |