the following is a preview of the information you’ll be ... · jendro inc. july 2016 by level by...

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REPORT INCLUDES

Company Summary

Score Comparisons

Historical Overview

Levels & Groups Summary

The Engaged Organization Scorecard™

Engagement Score

72.0DYSFUNCTIONAL FRAGMENTED SUCCESSFUL ENGAGED

250 50 75

Measuring change Focus on progress with small consistent improvements.1.3

90-DAY CHANGE

Jendro Inc.ENGAGEMENT REPORT JULY 2016

100

SAMPLE REPORT

2

July 2016Jendro Inc.

ENGAGEMENT SCORES BREAKDOWN

EngagedIndividual

88.8

EngagedCustomers

57.8

BY DIMENSION

EngagedEmployees

50.9

EngagedLeaders

72.7

EngagedOwnership

EngagedPurpose

PARTICIPATION RATES

ENGAGEMENT SCORES

64.070.7 72.0

66.6

100

75

50

25

0

OCT2015

JAN2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

OCT 2015

JAN 2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

78% 80.5% 88% 86%

Company Summary

73.488.1

SAMPLE REPORT


BY LEVEL BY GROUP

Ownership 86.9

Leaders 74.3

Employees 54.7

Marketing 46.9

Sales 24.9

Operations 81.0

Finance 88.9

Human Resources 88.2

3

Company Summary

SAMPLE REPORT


Score Comparisons

Company

EngagedIndividual

EngagedCustomers

EngagedEmployees

EngagedLeaders

EngagedOwnership

EngagedPurpose

Ownership

Leaders

Employees

Marketing

Sales

Operations

Finance

Human Resources

4

88.857.850.972.773.488.1

90.588.078.082.584.098.6

92.061.546.085.472.388.6

84.024.028.850.164.077.2

75.049.036.424.037.060.0

63.021.112.019.212.222.0

86.649.793.289.892.074.4

94.081.295.792.394.575.7

89.090.089.285.888.087.0

LEVELS

GROUPS

SAMPLE REPORT


Historical Overview

APRIL 2016

Engagement Score 90-Day Change

Ownership

Leaders

Employees

Marketing

Sales

Operations

Finance

Human Resources

4.082.0

72.1

25.0

79.0

86.6

84.9

5

70.7

58.0

44.0

2.3

6.0

5.0

3.0

6.3

1.4

5.0

LEVELS & GROUPS

4.1

JULY 2016


Ownership

Leaders

Employees

Marketing

Sales

Operations

Finance

Human Resources

4.986.9

74.3

24.9

81.0

88.9

88.2

72.0

54.7

46.9

2.2

3.3

2.9

0.1

1.9

2.3

3.3

LEVELS & GROUPS

1.3

SAMPLE REPORT


Historical Overview

6

JANUARY 2016


Ownership

Leaders

Employees

Marketing

Sales

Operations

Finance

Human Resources

4.078.0

69.8

22.0

72.7

88.0

79.9

66.6

52.0

39.0

7.8

3.0

15.0

10.0

7.7

24.0

2.9

LEVELS & GROUPS

OCTOBER 2015


Ownership

Leaders

Employees

Marketing

Sales

Operations

Finance

Human Resources

n/a74.0

62.0

12.0

65.0

64.0

77.0

64.0 n/a

49.0

24.0

n/a

n/a

n/a

n/a

n/a

n/a

n/a

LEVELS & GROUPS

2.6

SAMPLE REPORT

June-August 2014July 2016Jendro Inc.

Levels & Groups Summary OWNERSHIP

7

PARTICIPATION RATES

ENGAGEMENT SCORES

74.082.0

86.978.0

100

75

50

25

0

100% 100% 100% 100%


EngagedIndividual

90.5

EngagedCustomers

88.0

BY DIMENSION

EngagedEmployees

78.0

EngagedLeaders

82.5

EngagedOwnership

EngagedPurpose

84.098.6

SAMPLE REPORT

OCT2015

JAN2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

OCT 2015

JAN 2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018


8

PARTICIPATION RATES

ENGAGEMENT SCORES

62.072.1 74.378.0

100

75

50

25

0

80.0% 84.0% 90.0% 87.5%

Levels & Groups Summary LEADERS


EngagedIndividual

92.0

EngagedCustomers

61.5

BY DIMENSION

EngagedEmployees

46.0

EngagedLeaders

85.4

EngagedOwnership

72.388.6

SAMPLE REPORT

EngagedPurpose

OCT2015

JAN2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

OCT 2015

JAN 2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018


9

PARTICIPATION RATES

ENGAGEMENT SCORES

49.0

58.0 54.752.0

100

75

50

25

0

80.0% 84.0% 89.0% 85.0%

Levels & Groups Summary EMPLOYEES


EngagedIndividual

84.0

EngagedCustomers

24.0

BY DIMENSION

EngagedEmployees

28.8

EngagedLeaders

50.1

EngagedOwnership

64.077.2

SAMPLE REPORT

EngagedPurpose

OCT2015

JAN2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

OCT 2015

JAN 2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

PARTICIPATION RATES

ENGAGEMENT SCORES

24.0

44.0 46.939.0

100

75

50

25

0

82.0% 85.5% 88.5% 87.5%

10

Levels & Groups Summary MARKETING


EngagedIndividual

75.0

EngagedCustomers

49.0

BY DIMENSION

EngagedEmployees

36.4

EngagedLeaders

24.0

EngagedOwnership

37.060.0


SAMPLE REPORT

EngagedPurpose

OCT2015

JAN2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

OCT 2015

JAN 2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018


PARTICIPATION RATES

ENGAGEMENT SCORES

12.025.0 24.922.0

100

75

50

25

0

48.0% 55.0% 58.3% 58.3%

11

Levels & Groups Summary SALES


EngagedIndividual

63.0

EngagedCustomers

21.1

BY DIMENSION

EngagedEmployees

12.0

EngagedLeaders

19.2

EngagedOwnership

12.222.0

SAMPLE REPORT

EngagedPurpose

OCT2015

JAN2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

OCT 2015

JAN 2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018


PARTICIPATION RATES

ENGAGEMENT SCORE

65.0

79.0 81.072.7

100

75

50

25

0

84.0% 85.0% 86.0% 85.0%

12

Levels & Groups Summary OPERATIONS


EngagedIndividual

86.6

EngagedCustomers

49.7

BY DIMENSION

EngagedEmployees

93.2

EngagedLeaders

89.8

EngagedOwnership

92.074.4

SAMPLE REPORT

EngagedPurpose

OCT2015

JAN2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

OCT 2015

JAN 2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018


PARTICIPATION RATES

ENGAGEMENT SCORE

64.0

86.6 88.988.0100

75

50

25

0

100% 100% 100% 100%

13

Levels & Groups Summary FINANCE


EngagedIndividual

94.0

EngagedCustomers

81.2

BY DIMENSION

EngagedEmployees

95.7

EngagedLeaders

92.3

EngagedOwnership

94.575.7

SAMPLE REPORT

EngagedPurpose

OCT2015

JAN2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

OCT 2015

JAN 2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018


PARTICIPATION RATES

ENGAGEMENT SCORE

77.084.9 88.2

79.9100

75

50

25

0

100% 50% 100% 100%

14

Levels & Groups Summary HUMAN RESOURCES


EngagedIndividual

89.0

EngagedCustomers

90.0

BY DIMENSION

EngagedEmployees

89.2

EngagedLeaders

85.8

EngagedOwnership

EngagedPurpose

88.087.0

SAMPLE REPORT

OCT2015

JAN2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

OCT 2015

JAN 2016

APR2016

JUL2016

OCT2016

JAN2017

APR2017

JUL2017

OCT2017

JAN2018

APR2018

JUL2018

0 25 50 75 100

ENGA

GED

PURP

OSE

No Purpose, No Direction Non-existent or woefully out of date, the purpose is an inaccurate document that is never referenced and bears no relevance to the organization’s strategic direction, goals and business activities. Without an e�ective core purpose, business activity is disorganized and ine�iciency is commonplace.

Not Shared, Not UsedA written purpose that is occasionally referred to by the senior team, but not o�en updated or utilized to drive strategic direction and business activities. It is not shared with the whole organization or customers, and as a result, most employees and customers are unaware of the business’ overall purpose and goals.

General AwarenessA written purpose that is kept up-to-date, and usually referred to when driving strategy, direction and business activities. The written purpose is shared with most customers, and people within the business are aware of the purpose, where to find it, and the role they play in supporting it.

Clear, Shared, Connected A clearly articulated, living, breathing, written purpose shared with every member of the business and its customers. It is regularly used and updated as context for creating a sustainable business model, driving strategy, direction and business activities the leadership has confidence in. Everyone in the business feels connected to and excited by the organization’s ultimate purpose, goals and how the business will achieve them. Relationships with the organization’s customers are aligned with and support the purpose.

ENGA

GED

OW

NER

SHIP Trapped, Reactive, Overwhelmed

Ownership feels trapped in reactive attempts to deal with cash flow, debt and credit crises. As a result, they’re disengaged from daily activities. Ownership doesn’t care about the well-being of their workforce, nor recognize or appreciate their e�orts. They value technology over people, and aren’t excited about their organization’s future.

No Plan, No SystemOwners are minimal, short-range goal setters, with no system for measuring achievement beyond financial results. They have few or no mechanisms in place to create an Engaged Organization, because they don’t truly understand the power of engagement and its impact. They view success purely in financial terms and don’t “know” their people and the true potential they can o�er the organization.

Closely Held GoalsThese are committed goal-setting owners, but share their goals with only a few individuals. They have some mechanisms in place to help their organization progress and develop, and o�er fair reward and recognition to their teams. They take some time to get to know people in their organization and are open minded to the power of engagement.

Visionary LeadershipOwnership has written plans for its own future, and a purpose it’s passionate about. They embrace change and innovation and are on a forward trajectory. Ownership shares their inspiration and motivation. They are genuinely concerned about their employees, actively encouraging them to fulfil their own potential. They lead by example and are passionate about creating an Engaged Organization.

ENGA

GED

LEAD

ERS

Self-Centered Survival Due to the organization’s financial crises, leaders are forced into short-term survival strategies. They do not give or receive regular feedback, rarely conduct scheduled review meetings and are not genuinely interested in team members’ well-being. Leaders lack autonomy and responsibility to turn purpose into action. They o�en use their status to further only their own interests and have high sta� turnover within their teams.

Competing, Conflicting, SilosLeaders plan and operate with a few business goals they focus on to maintain and improve upon their organizational status and rewards. They provide sporadic feedback to team members, but it is viewed as a necessary (but not rewarding) part of their role. They are only interested in employees performing their roles to satisfaction rather than their happiness and achievements.

Operational ExecutionLeaders support the goals of the owners and organization, but communicate only within the framework of the organization’s operating and growth structures. They o�en give and receive team member feedback and conduct planned reviews that are purely focused on business objectives at least once per year. They have some knowledge of engagement, but don’t always have a system in place to e�ectively apply that knowledge.

Growth IntegratorsLeaders are passionate about the organization’s goals. They break down barriers, putting people first by getting to know them, showing appreciation and encouraging a culture of self-improvement. They feel connected to ownership and empowered to proactively translate purpose into action. Leaders engage in e�ective, regular communication and feedback with team members and conduct open, two-way reviews on at least a quarterly basis.

ENGA

GED

EMPL

OYE

ES

Shut-Down, Fearful“A-players” are already gone, and remaining employees are hanging onto their jobs from one paycheck to the next. They operate with a blame culture and are simply going through the motions by doing the minimum possible to get the job done. They do not engage or communicate with team members or leaders, nor do they set goals. They have no energy or passion for their work.

Unmotivated, Minimum E�ortEmployees are largely disengaged from both the purpose and goals of the organization beyond ensuring continued job security and promotion. They usually work to the required standard and see their job as a means to pay bills, but no more. They may have some short-term personal goals, but they are not written down or shared with their colleagues or leaders. They’re taking no proactive action to achieve them.

Satisfactory, ImpersonalEmployees are engaged with the organization’s success goals. They contribute to team activities when asked and proactively prepare for annual reviews, sometimes actively seeking feedback on an on-going basis. They feel their organization supports their professional growth and that their leaders are supportive. They have confidence in the business’ leadership and direction and generally enjoy coming to work.

Personal-Teamwork AlignmentEmployees, inspired by the goals of ownership and leaders, use their progress and success in the workplace as a foundation for greater personal futures. They understand how their role contributes to the organization’s success, o�en suggesting improvements to enhance either their own or business performance. They enjoy trusting, open communication with their leaders and bring their “whole selves” to work.

ENGA

GED

CUST

OM

ERS

Suspicious, AdversarialRelationships with customers are negative, time-consuming and strained. The best customers are long gone and those remaining withhold payment and constantly complain. Customers view their relationship with the organization as short-term and commit minimum e�ort and focus on protecting only their own interests. The organization is considered di�icult to deal with and relationships feel like hard work, energy zapping and counter-productive.

Commoditized, DisposableThe organization fails to attract the best customers. Relationships with existing customers are run-of-the-mill, fickle and price sensitive. Opportunities to grow the business relationship to the benefit of both the organization and the customer are o�en missed. There’s a lack of innovative thinking and mediocrity is the norm.

Productive, Conventional RelationsThe organization as a whole attracts and cultivates successful, growth-oriented customers and provides excellent products and services to them. Interaction with customers is business-like and successful, but sometimes lack fun, inspiration and “10x thinking.”

Everything Grows, Everybody WinsThe organization cares about its customers and passionately, abundantly and contagiously multiplies its goals culture to positively impact relationships with them. It attracts proactive, positive feedback, and customers go the extra mile to nurture the relationship, regularly providing referrals and, in turn, become more engaged themselves. Interaction is enjoyable, productive, energizing and o�en doesn’t feel like work.

ENGA

GED

INDI

VIDU

ALS Feeling Hopeless, Lost

The disengaged individual feels trapped in their work situation, performing just well enough to remain employed. They feel no connection to their co-workers, the company or its purpose, and see no hope of that situation changing. Feeling overwhelmed and under-appreciated they clock in and clock out – but make little or no e�ort to improve their situation – in or out of work – as they believe the e�ort will be in vain.

Frustrated, Thinking NarrowlyO�en feeling like they could be of more value, but unsupported in their current situation, these individuals lack structure. Although they do occasionally experience some degree of success within the company and their personal lives, their normal is one of not feeling confidence. Since these individuals have given up on long-term planning, they concentrate on short-term, controllable goals only.

Moving Forward, SlowlySetting short and long-term goals, these individuals have experienced success and connection with their co-workers and the company as a whole. However, they don’t have a long-term plan written down. These individuals have drive and work well with their co-workers and superiors, but need support in turning these positives into life and career momentum.

Taking Control, SucceedingEngaged Individuals are not only connected to the company’s purpose, they are fully engaged and succeeded in accomplishing their own purpose. Within the company, they feel supported and take opportunities to be proactive and lend their leadership abilities. Their positive outlook and energy becomes infectious to everyone around them.

The Engaged Organization Scorecard™DYSFUNCTIONAL FRAGMENTED SUCCESSFUL ENGAGED

SAMPLE REPORT

the following is a preview of the information you’ll be ... · jendro inc. july 2016 by level by...

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