Section :1

1. Is your organization...? 0/18


Publicly listed on a Stock Exchange
Corporate/Organization Headquarters
Private
A Business Unit/Operating Organization
United States-based
For profit
Foreign-based
Not-for-profit
ESOP (Employee Stock Owned)
Other

2. What industry/sector are you in? 0/3


Associations
Hotels, Restaurants & Gaming
Banks
Insurance
Colleges and Universities
Manufacturing
Commercial Services & Supplies
Materials
Computer & Communications Equipment
Media
Consulting/Professional Services
NGO
Construction & Homebuilding
Pharmaceuticals, Biotechnology & Life Sciences
Consumer Products
Real Estate
Diversified Financials
Retailing
Electronic Equipment & Instruments
Semiconductors & Semiconductor Equipment
Energy
Software & Services
Food & Beverage
Telecommunications Services
Government Agencies
Transportation
Healthcare Equipment & Services
Utilities
Other

3. How do Government Regulations influence your industry? 0/5


Heavily regulated?Relations between customers/clients/users, the organization and suppliers are fully regulated
Significantly regulated?Regulations are fairly stringent
Moderately regulated?Regulations between stakeholders are typical of U.S. industry in general
Slightly regulated?Regulations exist, but are not a major issue for the industry
Regulation-free?No major regulatory constraint between customers/clients/users, suppliers, and the organization

Section :2

1. How do Owners/Stockholders/Donors/Members/Investors influence your organization? 0/5


Tightly controlled?Few or a single person
Somewhat tightly controlled?Several key blocks totaling more than 50% of the organization
Moderately controlled?Some key blocks totaling between 25% and 50%
Somewhat widely held?Few blocks, blocks limited to between 5% and 25%
Widely held?No major controlling interests

2. How influential and involved is your governance group (i.e., Board of Directors, Trustees etc.)? 0/5


Uninvolved ? Mostly used to gain information
Advisory ? Mostly used to provide advice to leadership
Traditional ? Approves strategic plans but not operating decisions
Operational ? Makes major operating decisions
Tactical ? Runs the organization on a day-to-day basis

3. How do Customers/Clients/Users influence your organization? 0/5


Few customers/clients/users ?Most products, programs or services are purchased by a short list of key customers
Significant consolidation?Over 50% of the organization?s sales are to a few key customers/clients/users
Mixed concentration?Between 25% and 50% of the sales are to a few key customers/clients/users
Generally open base?Between 10% and 25% of the sales are to a few key customers/clients/users
Many customers/clients/users?Broad base; no one customer/client/user accounts for more than 10% of sales

4. How do Suppliers influence your organization? 0/5


Few suppliers?Key supplies are purchased only through a short list of suppliers
Significant concentration?Over 50% of supplies are purchased from a few key suppliers
Mixed concentration?Between 25% and 50% of supplies are purchased from a few key suppliers
Generally open?Between 10% and 25% of supplies are purchased from a few key suppliers
Unconcentrated?No supplier sells over 10% of supplies to your organization

5. How do Employee Unions influence your organization? 0/5


Fully unionized?The vast majority of non-management employees are unionized (>75%)
Significantly union?Most non-management employees are union members (50%-75%)
Mixed union?Between 10% and 50% are unionized
Predominately non-union?Less than 10% belong to a union
Non-union?No employees belong to a union

6. How do Employees (as Stakeholders) influence your organization? 0/5


Not specialized?The majority of employees are not specialized, and are recruited from the general workforce
Generally unspecialized?The majority of employees are not specialized, but some positions are highly specialized
Mixed?About half of the employees require highly unique skills with remainder more general in nature
Significantly specialized?Over 75% of the employees require unique skills, extensive training and are hard to recruit
Highly specialized?The majority of employees are highly specialized, highly trained, and extremely difficult to recruit

Section :3

1. Does your organization have formal vision, mission, values, and/or beliefs statements? 0/4


Yes
No
Vision
Mission
Values
Beliefs

2. If your organization has a formal Vision, Mission, or set of Values how well understood and accepted is it by different key stakeholders? 0/24


Fully Understood and Accepted
Mostly Understood and Accepted
Somewhat Understood and/or Accepted
Understood or Accepted but not Both
Not Understood or Accepted
Owners/Stockholders/Donors/Members/Investors
Governance Group
Suppliers/Vendors
Employees
Customers/Clients/Users
Employee Unions

Section :4

1. What best describes your general organizational strategy? 0/12


Overall Cost Leadership ---Producing products, programs or services at a low cost
Differentiation?Providing customers/clients/users what they want when and how they need it
Focus?Focus on a particular user group, segment of the product line, program or geographic market
Program/Product Leader--- Have the best or most advanced programs, products and/or services
Operationally Excellent---Be reliable, dependable, and efficient
Customer/Client/User Intimate---Live with the customer/client/user and address their specific needs
Other

2. Where along the value chain would you characterize your organization's competitive advantage? 0/14


Purchasing
Logistics/Distribution
Research
Development
Engineering/Technology
Operations/Manufacturing
Marketing
Sales
Customer Service
Quality
Financial
Legal
Human Capital/Resources
Information Technology
Other

3. What best describes your specific organizational strategy? 0/30


Grow through merger
Optimize margins
Grow market share
Hold price/margin
Retain market share
Product/program development cycle time reduction
Increase profit regardless of market share
Expand operations geographically
Price to acquire market
Expand sales force
Expand distribution
Grow from within
Differentiate products/programs/services
Increase cash flow
Decrease production capacity
Build better customer/client/user relationships
Reduce sales force
Use joint ventures
Optimize value chain
Manage costs through reengineering
Become more global
Better manage response to supply/demand cycles
Six sigma quality improvement
Diversify programs/products/services
Divest parts of the business
Become the most reliable
Restructure the business
Reduce overall costs
Increase R & D
Increase use of social media
Other

Section :5

1. To what degree are the Owners/Stockholders/Donors/Members/Investors engaged in the organization's? 0/20


Not Engaged
Compliant
Aligned
Engaged
Advocates
Champions
Short Term Goals
Medium Term Goals
Long Term Goals
Vision, Mission, Values & Beliefs

2. To what degree is the Governance Group engaged in the organization's? 0/20


Not Engaged
Compliant
Aligned
Engaged
Advocates
Champions
Short Term Goals
Medium Term Goals
Long Term Goals
Vision, Mission, Values & Beliefs

3. To what degree are the Suppliers/Vendors engaged in the organization's? 0/20


Not Engaged
Compliant
Aligned
Engaged
Advocates
Champions
Short Term Goals
Medium Term Goals
Long Term Goals
Vision, Mission, Values & Beliefs

4. To what degree are the Customers/Clients/Users engaged in the organization's? 0/20


Not Engaged
Compliant
Aligned
Engaged
Advocates
Champions
Short Term Goals
Medium Term Goals
Long Term Goals
Vision, Mission, Values & Beliefs

5. To what degree are the Employees engaged in the organization's? 0/20


Not Engaged
Compliant
Aligned
Engaged
Advocates
Champions
Short Term Goals
Medium Term Goals
Long Term Goals
Vision, Mission, Values & Beliefs

Section :6

1. What best describes your organization's Critical Customer/Client/User Capabilities? 0/5


Acquire new customers/clients/users
Build better relationships
Match services to needs
Solve more problems for the same end users
Disengage customers/clients/users when appropriate

2. What best describes your organization's Critical Product, Program and Service Capabilities? 0/7


Provide excellent customer/client/user service
Create innovative products/programs/services
Continuously improve products/programs/services
Acquire/implement new technology
Bring new products/programs/services to the market
Create and build brand identity
Discontinue ineffective products/services/programs

3. What best describes your organization's Critical Management Capabilities? 0/10


Create insight into competitive strategies
Manage for growth
Manage for profit
Negotiate and execute strategic alliances
Maximize the effectiveness of the organization
Execute mergers, acquisitions or joint ventures
Leverage core competencies
Enter new markets successfully
Organize around customer/client/user requirements
Effectively deploy resources

4. What best describes your organization's Critical People Capabilities? 0/6


Attract and retain best employees
Create employee commitment
Create a boundary less organization
Develop a truly global organization
Train and develop the workforce
Achieve capacity for change

5. What best describes your organization's Critical Technology Capabilities? 0/6


Create a new economy technology strategy
Combine multiple diverse technologies
Use technology to make new products/services/programs
Manage intellectual capital
Use technology to advance services/products/programs
Apply state of the art technology to key processes

Section :7

1. How would you characterize your organization's structure? (Check one) 0/6


1 layer of management
2 layers of management
Between 3 and 5 layers of management
Between 6 and 8 layers of management
Between 9 and 11 layers of management
More than 11 management layers

2. What percentage of your employees works in non-line staff positions? (Check one) 0/5


Less than 5%
Between 5% and 10%
Between 10% and 25%
Between 25% and 50%
More than 50%

3. What is the average number of direct reports by management level ? 0/9


Avg 1-5
Direct 6-10
Reports 11+
Executive
Middle management
Entry-level management

4. is this structure effective 0/9


Highly Effective
Moderately Effective
Highly Ineffective
Executive
Middle management
Entry-level management

5. What criteria was the most important to the design your organization? (Check all that apply) 0/13


Improved efficiency
Faster cycle time
Improved effectiveness
Brand building
Technological leadership
High quality service
High quality products/programs
Innovation
Flexibility
Broadening employee skills
Customer/client/user focus
Current staff strengths/weaknesses
Reflecting staff motives

Section :8

1. Knowledge Management 0/16


Not Successful
Somewhat Successful
Fully Successful
Industry Leading
Creating knowledge to compete
Managing Intellectual Capital
Identifying organizational capabilities
Assessing competitor capabilities

2. Decision Making 0/8


Not Successful
Somewhat Successful
Fully Successful
Industry Leading
Decentralizing decision making/accountability
Centralizing decision making/accountability

3. Supervision/Management 0/12


Not Successful
Somewhat Successful
Fully Successful
Industry Leading
Integrating organization/overcoming silos
Workforce optimization
Talent management

4. Planning/Allocating/Monitoring Budgets and Plans 0/20


Not Successful
Somewhat Successful
Fully Successful
Industry Leading
Creating short-term operational plans
Creating long-term strategic plans
Allocating resources effectively
Monitoring performance against plans
Aligning performance measures to business

5. Communications/Contacts 0/16


Not Successful
Somewhat Successful
Fully Successful
Industry Leading
Effective interdepartmental communications
Rapid vertical communications
Collaborating across departments/functions
Communicating with all stakeholders

6. Managing Change 0/12


Not Successful
Somewhat Successful
Fully Successful
Industry Leading
Identifying the need for change
Creating a capacity for change
Being flexible and responsive to change

7. Innovation 0/8


Not Successful
Somewhat Successful
Fully Successful
Industry Leading
Encouraging risk taking/innovation
Leading the industry with innovation

Section :9

1. What level of turnover is designed into your organization's people strategy? 0/16


Less than 5%
Between 5% and 10%
Between 10% and 25%
25% or more
Executive
Middle Management
Professional
Non-Exempt

2. What is your current level of staffing? 0/16


Terribly Understaffed
Moderately Understaffed
Fully Staffed
Over-Staffed
Significantly Overstaffed
Executive
Middle Management
Professional
Non-Exempt

3. For each employee group and function, indicate the quality level of the target workforce? 0/60


1 = lower quartile 2 = middle/50 th percentile 3 = upper quartile
Target Market Position
Employee GroupNAExecutiveManagementProfessionalNon-Exempt
123123123123
Purchasing
Technology, Research and Development
Manufacturing, Operations and Logistics
Marketing, Sales and Customer Service
Staff (Finance, Legal, HR and IT)

4. What key messages has your talent management program reinforced with these work groups? (Check all that apply) 0/64


Exec
Mgmt
Prof
N/E
Recruiting high performers
Recruiting team players
Organization performance
Focus on retention
Supported development
Lifetime employment
Expertise driven
Grow from within
Recruit from outside
Employee engagement
Promote from within
Retain only the best
Up or out
Prune non-performers
Key skill based recruiting/retention
Becoming/being a global manager/employee

Section :10

1. How would you rate the importance of the following cultural messages? 0/56


Paramount
Highly
Somewhat
Unimportant
Decision-making and strategic control are centralized to the most informed personnel so they can maintain strategy and a reliable structure.
Decision making and strategic control is disbursed, autonomous, flexible and utilizes change in order to accommodate the market and environment.
Superior degree of industry and product knowledge and or knowledge of the specific marketplace and the ability to utilize deep technical expertise to operate.
Superior degree of general knowledge and or knowledge of overall markets and the ability to integrate a variety of knowledge bases to operate.
Tactical decision-making is regulated by guidelines, controlled and maintained for continuity for multiple units that need to adhere to a brand/procedure.
Tactical decision-making is flexible and relies on judgment that needs to use localized regional information to integrate into daily operations.
Strong centralized planning, allocation and monitoring of resources to ensure quality and compliance with governmental or management of resources.
Planning and allocation of resources that is flexible and adapts to changes in the operation and environment.
Open communication regarding all data, information throughout the majority of the organization business units.
Strong restriction of communication and information and data in order to maintain confidential information, checks and controls in the organization.
High focus on maintaining the course of day-to-day operations in accordance with goals despite conditions that may prove challenging.
Focus on the ability to change and adapt with circumstances, incorporating environmental information into the decision-making.
Focus on business capacities that facilitate the innovation of ideas, products and services, and invention of new market and service channels for old and new customers.
Focus on business capacities that strengthen the delivery of products and services over the long-term strategy, building a customer base, loyalty and holding or expanding a position in the marketplace.

HR Function Strategy

1. What best describes your degree of HR outsourcing? (Check one) 0/3


Discrete HRO ---Outsource only discrete or selected functions through third-party providers
HRO ? Outsourcing to niche, third-party providers all of one or more related HR functions
Total HRO ? All, or nearly all HR functions handled by one or more external vendors.

2. Which of the following best describes the current overall structure of your entire HR function? 0/5


Single HR function for entire enterprise
Separate HR function by business unit with corporate/central oversight
Separate HR function by geography with corporate/central oversight
Separate HR function by a combination of geography and business unit with corporate/central oversight
Individual HR functions (whether by business unit and/or geography) with no meaningful corporate/central oversight
Other (please specify):

3. Do you anticipate changing your current structure in 2014 or 2015? (Please select all that apply). 0/9


No changes are anticipated.
Yes, we will be moving to a single HR function for the entire enterprise.
Yes, we will be decentralizing HR, allowing HR to be run by business unit or geography.
Yes, we will be moving to a shared services environment with HR centers of excellence (COEs) and HR business partners.
Yes, we will be bringing additional services into our shared services environment.
Yes, we will be combining our HR shared services with other corporate functions (e.g., Finance).
Yes, we will be moving away from a shared services environment.
Yes, we will be outsourcing some/more functions.
Yes, we will be bringing some/more outsourced functions back in-house.
Yes, other (please specify):

4. Does your HR function use HR shared services to deliver HR services? (Select all that apply). 0/4


Yes, we have an internal onshore service center(s).
Yes, we have an internal offshore service center(s).
Yes, we use an external onshore provider(s).
Yes, we use an external offshore provider(s).
Other (please specify):
No

5. Who owns HR shared services in your organization? 0/4


Our HR function
The IT/IS function
An enterprise-level shared services function
A third party/outsourcer
Other (please specify):

6. Please indicate which initiatives your HR function has undertaken within the last 18 months. (Select all that apply). 0/14


Outsourced activities previously handled internally
Implemented and/or further leveraged manager self-service (MSS)
Implemented initiatives for improving line managers? people management capabilities
Reengineered key HR processes
Brought back services previously outsourced to a vendor
Implemented a shared services model
Refocused the role of the HR business partners
Changed the scope of the COEs within HR
Implemented a new HR management system (HRMS)
Implemented a new HR portal
Introduced new types of collaboration tools for the delivery of HR services
Evaluated/Updated cost allocation across HR (organizational structure)
Built or further invested in an HR analytics function
Built or further invested in an HR project management office (PMO) function
None of the above
Other (please specify):

7. What are the intended uses for the job analysis information 0/44


Current Use
Future Use
Not Intended
Job Design
Organization Unit Design
Organization Overall Design
Job/Position Title Determination
Job/Position Documentation
Vocational Choice
Job/Position Evaluation
Compensation Determination
Recruit Assessment
Employee Assessment
Selection Methodologies
Performance Management
Training and Development
Promotional Determination
Career Pathing
Succession Planning
Outplacement
Organizational Manpower Planning
Litigation Protection
Occupational Hazard Determination
Determining Competitive Advantage Positions
FLSA Determination

Your Survey Color

Grand Total : 0/703


Suggested System Based on the Diagnostic Questionnaire Point Score
PointsGZS 0GWS 1GTS 3GFS 10GAS 12GCS 25GDS 50GSS 250GTS 500GHS 1000
600-703
500-599
400-499
300-399
200-299
100-199