Organizational Vital Signs (OVS) provides EQ Performance Metrics for an entire enterprise or segment, with a focus on measuring organizational climate. The OVS evaluates key drivers of performance that contribute to climate, as well as critical outcomes that are specific to the organization level of analysis

This framework is intended as a starting point for a consultant to help clients gain the most value from the tool.

In a typical OVS implementation, the assessment will be part of a larger scope of work promoting organizational improvement and transformation.

The overall project might fall into three phases:

1. Design the project and administer the OVS to collect and report the data.

2. Deliver an intervention, such as an organizational change process.

3. Review the results with the client, perhaps repeating the OVS to measure progress.

These can be described using the three phases of the Six Seconds Change MAP:

Within that Engage: The OVS Process

There are many effective ways to use the tool.  Depending on the client’s goals and resources, the consultant will define a scope of work to optimally meet the needs. 

The actual implementation of the OVS can be broken into three steps:

1. Planning/Customization

2. Implementation/Delivery

3. Debrief/Presentation

This Engage segment can be broken into sub-steps based on the Six Seconds Change MAP:     

Overview of OVS Administration

To administer the OVS, you need to have the EQPM or VS Certification. You set up a project then share the questionnaire URL with the organization. The members of the organization, usually also including the leadership team, take the questionnaire, and then you generate a report.

Here are detailed instructions on project setup, and an overview is below.

1. Customization Phase (OVS Administration)

Part of the unique value of OVS is the ability to rapidly customize the tool; this planning process also serves as part of the engagement process. Using this opportunity, key stakeholders begin to consider key questions for the organization’s continued growth.

1.1 Planning
The consultant and client meet to define a project and communication plan, with key questions such as:

• What are the project goals?

• Who will take the OVS? (Tip: as the tool is very low cost, more is better. While statistical significance may require a relatively small number, having the majority of participants creates momentum.)

• When will the survey commence, end? (Tip: Shorter time periods with an extension, if needed, seem to be more effective.)

• Do all employees have access to computers? If not, will managers make their computers available (and leave the room while employees answer the survey)? Or will computers be set up and staffed by HR in the break room (for example) for employees to complete the questionnaire?

• Will a paper version be required? If so, how will it be collected? Who will employees trust to turn in the reports? (Tip: Paper surveys add time and expense to the project.)

• Who needs to be told about the survey? Who will provide that communication? When? (Tip: It usually requires 2-3 communications to get sufficient response. It’s helpful when middle managers, as well as senior managers, support this.)

• Once the report is generated, who will receive results? How?

• How will results be communicated back to managers and employees?

1.2 Questionnaire Setup

The OVS report will offer comparisons between different constituencies such as departments, sites, job roles, etc. In order to make a comparison, respondents will need to identify which of these groups they belong to.

The consultant and client need to define the demographic questions and possible answer choices.

In addition to the 38 items built into the questionnaire, it can be useful to ask a selection of organization-specific questions. For example...

o If you could tell the CEO one idea to improve the company, here’s your chance. What do you want to tell ___(name)? (open)

o Which of our core values are we most successfully bringing to life in the organization? (multiple: loyalty, integrity, people, growth, value)

o Which of our core values are we least successfully bringing to life in the organization: (multiple: loyalty, integrity, people, growth, value)

o In regards to the previous question, what’s one way we could improve this? (open)

o The national sales office effectively supports field reps (rating) o The sales reps effectively dialogue with office staff (rating)
o The national office supports you to be successful (rating)
o We are one organization with one shared mission (rating)

o When we say ____ (slogan) here, we really mean it (rating)
o As an organization, we are serious about our commitment to green business (rating)
o Please give an example of why you gave the rating above (open) o I am appropriately included in decisions (rating)

The consultant logs into the Tools Intranet to create the project. Project setting variables include:

• Project name

• Consultant and client logos

• Project closing date

• Questionnaire and norm languages

• Instructions on the survey

• Demographic questions and answer choices (up to 10 questions and 54 options for each; note that graphs with over 6 groups are hard to read).

• Custom questions - and answer choices if multiple choice; the OVS can have up to 18 free text questions and up to 24 dropdown questions with scaled answers or 6 value options.

On project creation, a custom URL is automatically generated for the survey.

2. Delivery Phase (OVS Administration)

The survey is communicated to those who should complete it. Depending on the organization, this could include a mix of emails, voicemail announcements, stand-up meetings, and direct calls to key managers asking them to remind their team members.

At any time, the consultant can check the Tools Intranet to see the number of responses in each demographic category. This can identify, for example, if a particular constituent group is not responding at a sufficient rate.

Typically we recommend a short window of time to complete the survey + extension(s); for example 4-5 days, plus a 3-day extension. Then, an additional extension if needed.

Once the survey is closed, the consultant can log in and generate the report.

3. Presentation Phase (OVS Administration)

In a typical project, an individual or small team from the client will drive the project. Usually the consultant shares the data first with that team (in person or virtual meeting).

Typically the results are then shared with the senior leadership team (in person or virtual meeting).

Next, it is invaluable to communicate results back to the organization; for example, some combination of:

• Senior managers can brief their direct reports (certain graphs or data from the report can be provided).

• A memo can be drafted capturing key points from the feedback and leadership response.

• Meetings can be held to present and discuss the feedback.

  In the Planning phase, these steps should be scheduled in advance so there is little lag between the completion of OVS data collection and the presentation of results.

   

4. Planning Phase (OVS Administration)

Usually the OVS will lead to action planning. This final phase might consist of meetings and proposal development to address key issues raised through the assessment process. This leads to a new scope of work.

OVS Cost

OVS is priced based on number of people in the survey group, please refer to 6sec.org/calculator for current prices, or as follows:

*Assessment Credits are used interchangeably toward any VS or SEI assessment. They do not have cash value.

See additional pages in this section of the Knowledge Base for instructions on these steps