Item # OSE1 - Survey for managing the Service-Profit-Chain so as to drive top line revenue
This survey follows the SPC equation: (Managers as stewards of the business) + (Engaged employees) = (Superior client service) = Increased revenues. It surveys across
10 dimensions of employee engagement to determine employee perceptions about process improvement opportunities that both increase revenues and decrease expenses. It provides a detailed roadmap for
improving both the workplace and the business so as to drive service excellence and therefore, top line and bottom-line results.
Item # OSE2 - Survey to align the organization with the business plan
This insight employee survey drives organization-wide alignment to the business plan by linking the conference-board-derived emotional and rational engagement drivers to the key business drivers
as defined in consultation with the employer. Results are reported out down to the manager level with manager-specific action plans so as to better drive execution throughout the organization.
Item # OSE3 - Holistic and Strategic survey to identify classic and pending business pitfalls
This strategic level, total organizational effectiveness (not just HR-related) employee survey isolates unseen but classic and pending business pitfalls and identifies what actions the
organization needs to take overall so as to optimize and sustain both short and long-term financial performance.
For more information click here
Item # OSE4 - Survey to determine HR’s scorecard
This HR scorecard employee survey assesses the effectiveness of HR in carrying out its mission and it Identifies opportunities for increasing in-house and/or outsourced HR services performance
For more information click here
Item # OSE5 - Specialized culture-to-business strategy alignment consultancy that uses a proprietary Competing values framework diagnostic
This specialized consultancy works to align the culture when organizations have a merger/acquisition integration need or experience a business/talent management
strategy change. They initially deploy a Competing Values Framework-based web survey to measure executives’ like mindedness about key elements of the business strategy (e.g. target
markets/customers, products, services, etc.) while at the same time analyzing organization effectiveness factors so as to quickly develop profiles of the current culture vs. the necessary future
culture. The gaps between the two profiles are then closed by post-survey consulting services that identify how to create and sustain the optimal culture for achieving successful post change
For more informaion click here
Item # OSE6 - Pre-Employment assessment that measures employee engagement
Most Pre-Employment assessments measure only one dimension of a candidate such as personalityor skills. In contrast, this online applicant assessment tool measures
both the skills (the "can do") and engagement (the "will do") attributes. No other applicant screening measures the engagement/”will do” attributes to identify those candidates who will actually do
the best job, will do whatever it takes, and will do it willingly. The performance markers found in engaged employees include higher productivity, higher customer satisfaction, lower turnover and
lower accidents on the job. These "will do" attributes equate to higher employee performance levels that, in turn, result in a measurable ROI for the hiring company.
Item # OSE7 – Gamification tool for creating a leadership team to drive strategy implementation
This is a facilitator-led, experiential learning exercise that deploys powerful gamification techniques that help leaders move from a state of “We vs. They” to a
state of “Collective We” so as to facilitate the implementation of HR or broader organizational strategy by having a revised and newly energized leadership team.
Item # OSE8 - Gamification/Metaphoric tool for collaboration on strategic or operational issues
This intense, facilitator-led workshop brings together stakeholders to build a strategy, optimize an operation, reduce project risk, change culture and/or address
inter-group relationships and communication. Workgroups participate in a unique game-like process backed by a toolkit. The groups develop mutual understanding and create teamwork as they assess
current weaknesses, create an ideal vision, and develop a plan to overcome implementation obstacles rooted in organization, culture and resource limitations. This is accomplished in a neutral
way, centered on the metaphors/games not the individuals or groups involved. The result is an innovative solution that is owned by committed stakeholders.
Item # OSE9 - System to align and manage short and long term company business goals with ongoing employee performance
Saas-based system allows the CEO to have the organization’s short and long terms business goals hardwired and cascaded down into the annual performance plans of
managers and/or other desired employees. Powerful dashboards continuously track ongoing performance against the plan by employee and by desired roll-up group to allow the CEO (if/as desired) and
other managers to take immediate corrective actions. The system auto-distributes continual reminders for employees to update their progress against the plan, and it tracks comments throughout the
year so as to provide a historical track record for having detailed performance discussions at review time.
Item # OSE10 – Saas-based organization survey to measure satisfaction, commitment, loyalty and cultural alignment status and companion individual employee cultural fit assessment
This Sass-based assessment system uses new science based on department of education-funded academic research that led to identifying the 15 major drivers of
employee satisfaction, commitment and loyalty (SCL) and the 7 drivers of organization culture. The broad employee survey measures both the current strength of the SCL drivers and the
degree of misalignment between employee perceptions of and the leader's vision for, the importance of the culture drivers. This survey is followed by a management report containing specific
recommendations for driving change in these areas. A companion employee assessment allows for measuring each individual employee for cultural fit which, when also rolled up, can pinpoint by desired
employee grouping, the focus of the employer’s cultural alignment efforts.
Item # OSE11 - Specialized solution engineering consultancy that assists HR with developing creative, custom solutions for problems and needs related to HR’s performance
Globalization, technology, regulation, downsizing, shifting demographics and other factors create complex needs and seemingly intractable problems for performance that
HR simply cannot solve with one-size-fits-all, off-the-shelf solutions. This consultancy specializes in crafting custom solutions for your organization’s toughest performance problems. These
can range from new initiatives that need to be framed out to existing initiatives that, for unknown reasons, simply are not working. Proprietary tools and approaches from an expansive toolkit
are used and selected based on the issue(s) at hand to identify solutions to the difficult problems that can arise in any of the organization’s four systems of performance: people, processes,
business units or the organization overall.
Item # OSE12 - Employee engagement guide for leadership and managers and the companion toolbox manual for use by all employees
One of today's biggest challenges is to engage employees to think and act like business partners and then motivate them to partner with the customers to fulfill
customer expectations. This how-to guide, based on over 20 years of research and proven field application, includes all the principles, models and components leaders need to successfully develop and
sustain employee engagement. The steps contained in this book have been proven to systematically increase engagement, customer loyalty and brand value, develop a sustainable competitive advantage,
improve the ease of operation and increase profits. The guide comes with a companion toolbox manual that is linked to the guide and that contains familiar and easy to use tools all employees need to
actively engage in the business.
Item # OSE13 - Down to the department-level readiness index that measures the alignment of department performance objectives with business strategy and the department-level contribution toward
achieving the strategy
If the business strategy is to be achieved, employee performance objectives must be aligned with it, and this is often not the case. This consultancy develops a
predictive index that identifies how well department level performance objectives are aligned with the business strategy. The index also measures department level contributions to the business
results. The index is a composite of department level measures thereby making it easy to identify the root cause and locations of underperformance. This newly achieved visibility into strategy
deployment is a tool that leaders can use to maximize strategy implementation and maximize financial results.
Item # OSE14 - Strategic plan for developing employee engagement
Most companies fail to engage their employees because they fail to make engagement a specific line Item within the business strategy. This consultancy develops
engagement strategies customized to fit any company. Their easy-to-use engagement framework is based on 20 years of development and refinement by a noted engagement and motivation expert. It is
designed to make employees think and act like business partners. The system is modular and based on a proven engagement model. First year improvement to engagement typically ranges between 9% and
12%. Second and third year scores show sustained improvement.
Item # OSE15 - Employee engagement survey with specific actionable results so as to become an employer of choice
Most companies fail to ask the right questions when they survey their employees. The resulting outcomes have little
value. This is the only engagement survey that measures company culture and the quality of the work experience (QWE). It scores your company on the nine factors that are intrinsic to a job and the
twelve aspects of the work environment that are necessary for a high quality, engaging work experience. The detailed results provide actionable information that your employees can use to identify
root cause, improve operations, improve the quality of their work experience and deliver better performance. It’s proven to increase new-hire retention by 60% (at a cost avoidance of an average of
$3,500 per new-hire), reduce general employee turnover by an average of 15% and improve net income (as correlated to employee engagement scores) between 10% and 20%.
Item # OSE16 - Cost effective, online employee benefits & rewards opinion survey
Ensuring that monies being spent on employee benefits/rewards are satisfying employees' needs and expectations can help to strengthen an employer's ability to attract,
hire and retain employees. This employee survey firm works to identify and assess employee opinions, preferences and satisfaction with employee benefits/rewards vehicles. An existing core set of
questions that gets customized to the employer's specific needs delivers a competitive price point. Actionable data is collected, analyzed and reported out based on the employer's desired demographic
Item # OSE17 - High performance culture assessment, gap analysis and road mapping to future state
For organizations to be effective, they need to move to a high performance culture but often lack the knowledge and skills to get there. This assessment reviews key
performance management processes and current performance evaluation software systems to identify the gap between current practice and best practice for achieving high performance. Data reviews,
interviews and audits of employee evaluations of leaders and key individual contributors are used to identify the relationship between performance management, strategic execution and employee
engagement. This assessment considers performance evaluation systems, cultural and strategic goal setting, feedback mechanisms, employee engagement, succession planning, organization change
management, employee development, continuous improvement and process reengineering. The result is a set of recommendations and a roadmap on how the company can significantly improve the results of
its performance management efforts.
Item # OSE18 - Workshop for defining vision, mission, values (VMV) and identifying requisite leadership traits to assure implementation
Most companies struggle with preparing their vision, mission and values and/or providing guidance for leadership on how to create actionable ways for shareholders,
customers, vendors and employees to implement them. This 3-day workshop conducted over a multi week period consists of assignments for gathering company data to create VMV statements and objectives,
iterations of VMV statements and objectives between the workshops plus understanding, defining and implementing requisite VMV leadership traits. The results are a rollout plan for having all
stakeholders work toward the same goals and objectives within a common culture that is properly communicated throughout the organization and that holds all employees accountable.
Item # OSE19 - Strategy development for creating a coaching culture
Organizations wanting to move from a culture of blame to a culture of empowerment can do so through creating and implementing a coaching culture. An initial coaching
culture diagnostic tool is used within an internal or external facilitator-led workshop for identifying where the organization is currently and for creating a plan for which employee lifecycle
positions coaching interventions are most needed. The strategy can include internally accredited coaching pools, identification of which managers need to be developed as coaches and requisite
training, review of HR documentation, such as performance appraisals, etc. The benefits are empowered and motivated staff, increased performance, reduced training costs, effective knowledge
management and greater staff retention.
Item # OSE20 - Saas-based, low cost, online system to gather and manage employee input on workplace issues in real time
Management and team leaders seek to receive employee input on critical business issues but have no mechanism to gather, organize, respond and manage the information.
This real time, multiple channel internal communication system allows employees-- in a very simple way-- to suggest process improvement ideas, report on workplace harassment, bullying, etc. and
provide feedback on any issues desired by management. Reporters can identify themselves or be anonymous based on management preferences and reports can be directed immediately via email to a
management-controlled list of internal recipients (e.g. Supervisor, HR, Legal, etc.) or external recipients (e.g. EAP, etc.) A management reporting system allows recipients/administrators of the
reported information to respond, track and create a follow-up log for resolution of any issues or ideas.
Item # OSE21 - Employee-centric, five module process to continually improve employee relations so as to drive engagement, productivity and profitability
In most organizations, communication with employees is management-centric, creating a top down, "We vs. Them" employee relations environment. This management-driven
process consists of five simple to use and execute, yet highly effective modules that have been developed based on 40+ years of employee relations experience. Using unique techniques and approaches
the program reverses communication flows by making them employee-centric with an overarching mantra of making the organization a "better place to work". The modules include company
information-sharing meetings, one-on-ones to develop mutual trust and reduce turnover, positive employee performance coaching and early warning on workplace issues from identified opinion leaders and
solutions teams so as to reach innovative solutions to workplace problems. Expected increases in employee engagement (+4%) and performance (+3-5%) plus turnover savings (4%) should produce a 10%
increase in profits.
For more information click here
Item # OSE22 - Proprietary principles-based, training program to improve manager and employee interaction and communication leading to improved performance and reduced absenteeism & turnover
Research shows that only a small percent of people/employees are the root cause of the majority of costs related to sick time, employee absenteeism, turnover, poor
performance, etc. as they have the greatest influence over team cohesiveness, effectiveness, and performance. This comprehensive, systematic, web-based training program was developed based on over 15
years of research and experiences by an internationally recognized author and speaker. Course modules provide non-antagonizers with the competencies needed to deal with antagonizers and are based on
a proprietary behavioral model in conjunction with tested and proven concepts, principles and tools. The program minimizes the breakdown of critical workplace relationships and the need for complex
employee policies by improving daily manager-to-employee and employee-to-employee communication so that employees can problem-solve by telling others what they need and how they feel--not what the
others are doing wrong. Results can include improved employee productivity, engagement, and retention, and reduced employee absenteeism and turnover expenses.
Item # OSE23 - Real time, "Voice of the Employee" feedback tool to facilitate the internal management of your designated business issues so as to improve organizational effectiveness
Effective employees generally do not stay long in ineffective working environments and yet, management often does not know what is considered to be "ineffective" right
now. This SaaS-based tool allows employees to easily communicate current issues in real time via an online feedback form. Detailed and instant email messages are directed to designated responders and
an anonymous dialog feature allows 2-way anonymous chat. The system generates real time reports of all submissions and a log containing resolution details. Examples of workplace issues that can be
monitored (at management's option) include workplace aggression, safety, regulatory compliance, employee relations, business process improvement, HR Scorecard, total rewards, etc. Identifying and
quickly resolving workplace issues can improve KPI's and depending on the issues, create a pathway towards legal.
Item # OSE24 - Best practices-based SaaS system to improve mentorship program outcomes and sustainability (See note below)
Mentorship programs can start with great enthusiasm and then quickly fade to non-existence due to the employer’s lack of formalized tools and processes for both the
protégé and the mentor plus a confined/over-worked pool of internal mentors. This re-engineered workplace mentoring system uses best practices from industry’s most effective mentoring programs
plus real-world experiences based on many thousands of successful mentoring partnerships over 20+ years. Protégé’s career path profiles and pathway-specific learning objectives are coupled
with a multi factor matching process to identify the most appropriate cross company, cross industry mentors from a hand-screened pool of world class mentors. System tools support the program to
maximize the value of the protégé’s time investment by providing mentors with topics and discussion ideas based on protégé specific characteristics coming from a proprietary database of previous
mentoring experiences. The process is supported by a team of experienced relationship managers who help define protégé goals, oversee partner matches and introductions and address any issues that
arise. Results include program improvement, program sustainability and exposure of protégés to broader experiences.
(NOTE: HR Mining is currently in the discussion phase with this vendor about representing them in the marketplace)
Item # OSE25 - SaaS-based employee suggestion box data gathering and management reporting system
As employees engage in their day-to-day workplace challenges, they will often have valuable ideas about how to improve the conditions of workplace. However, such
employees may lack a formal way for sharing this valuable information. This cloud-based, secure portal allows employees to submit either open or anonymous feedback about cost saving measures,
efficiency improvements, whistleblower information, sales growth ideas, potential innovations, etc. Notifications of submissions are immediately sent to suggestion box program administrators who can
respond to participants and share submissions with those management individuals with on-point responsibility. Results across all areas of the business can include cost reduction, sales increase,
improved innovation and risk mitigation.
ITEM # OSE 26 “Commitment-Based Management” Tool to Capture Work Agreements and Dialog in Context so as
to Assure Transparent Accountability when Managing All Sizes of Work Projects
Execution failures are most often caused by communication breakdowns. Handoffs are missed, tasks are only partially
completed and status is unclear. Formal project management tools are appropriate for only large and complex projects. On the other hand, the social media and email tools usually used for work
group collaboration lack sufficient structure around the ongoing task-related dialogue to quickly identify who is doing what, where the work stands, and who has the ball. Instead, this software
which is based on the patented principles of “Commitment Based Management” as developed by social scientists over the last 50 years, fills the gap with a simple tool that combines task
management with relationship management. It records the two way conversations between the parties starting with the initial request on through work completion. It keeps a contextual record
of commitments by showing who will do what by when, identifying who’s on point for the next action, tracking current status and recording the closed-loop deliveries. It shows clear agreements
between requesters/managers and their assigned performers. The results are having a transparently-managed work product accompanied by a visible audit trail of the ongoing dialogue that can be further
analyzed for any anomalies that cause less-than-optimal work processes and building a culture of accountability and trust.
For more information click here
ITEM # OSE 27 – Specialized Consultancy that Applies Consumer Branding and Marketing Strategies to Total Rewards and HR Communications
to Better Engage and Retain Employees by Making Them Emissaries of the Brand
Traditional HR communication consultancies most often lack the broader corporate level marketing and branding expertise required to truly maximize employee engagement and retention by connecting
them to the company’s brand. This 15+ years experienced corporate branding and marketing firm recognized this gap and has developed a proprietary process to create the necessary connection between
employees who should be living the brand and the customers who experience the brand. The process begins by defining the gaps and aligning the key stakeholders. Once stakeholder alignment is achieved,
the process continues by creating an employee brand story and system of engagement, which is used to connect emotionally with each employee and serve as a guide for all HR communications. Creating an
effective system of engagement enables the employer to more effectively educate, empower, engage and, ultimately retain employees. Increased engagement and retention drives productivity and reduces
the costs associated with turnover, thereby creating additional shareholder value.
Item# OSE28 – Tool for Assessing the Organization’s Workforce Diversity Management Effort
Diverse employees need to work together, not as individual units or in silos, but as a team that can effectively
communicate, collaborate, innovate, and execute to achieve a competitive advantage for the employer. This comprehensive assessment tool developed over 25+ years with continuous refinement consists of
over 60 questions to be answered by the employer. The assessment reviews the relevant factors the employer should consider when it desires to have a proactive approach to diversity and inclusion.
Results include having a planned, organized, and committed effort by the employer to achieve business objectives through inclusion, empowerment, and engagement of a diverse