The DecisionWise Experience: A Brief Overview

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At DecisionWise, we focus on people. In particular, we focus on employees and the experiences that they have with the organizations that they work for.

To do that, we break our work down into two parts. First, we gather data. We ask employees for their feelings and their impressions on what’s going on in their particular work environments and we we use surveys and assessments to do that. The other thing that we do is once the data is gathered, we analyze that data. We look at what the trends are, we decide what opportunities there are to make recommendations for change, and then we hope to help the organizations we work with make that change.

Tools and Instruments

Over the years, we’ve become extremely well known for two instruments that we offer.

First is the Employee Engagement Survey, which is done at the organizational level. We collect data from everyone on the entire team and then we break that data down into smaller components for the organizations to work with.

The second instrument that we’re very well known for is a 360 Degree Feedback Survey. This is at the individual level and it’s based on perceptions. We ask the same set of questions to an individual, their manager, their peers and their subordinates and from that we’re able to identify gaps of where someone sees themselves versus where each of these other groups in their work lives sees them.

A few years ago we realized that we would have a much more complete and well rounded offering if we put something at the team level given that we were at the organization and the individual level already, so we built out two new instruments.

The first, the Engaging People Multi-Rater Assessment is designed to help a manager understand how well they’re creating an environment where people can choose to be engaged.

The second is the Team Effectiveness Survey to help teams understand the dynamic of how well they’re working together and how aligned they might be.

Consulting

Once we gather data from one or more of these instruments, the next thing that’s important to do is to be able to know what to do with it and that’s where our consulting organization comes in and is a key contributor at this point. We work with our clients to whatever extent that they would like to help them analyze, to help them decide what the data tells them and what things they would like to do to make change in their organization, and then even if they would like to, we help them often times with implementing the changes themselves.

Now, along with that, there is also a tool that we have called our manager action planning tool, which is state of the art for being able to work all the way down in an organization for people to be able to create their goals based on the feedback that they’ve received from surveys that have been created and for them to be able to track their progress on those goals and to know that they’re doing the things that they need to do to become better.

ENGAGEMENT MAGIC

One of the things that’s very important from our standpoint is to have a lens as you look at data like that that we collect, so we created something called ENGAGEMENT MAGIC. We decided to do a very rigorous statistical analysis of that data to determine what the real drivers were of employee engagement. What we found is that there were five main areas those drivers were grouping into and we created the acronym MAGIC, which stands for: meaning, autonomy, growth, impact and connection. What we have found – and it continues to be substantiated over the years – is that one or more of those items will drive engagement in every individual and every organization that we work with. So, we always want to work from that lens as much as possible.

Along with that, we also recognized that engagement could not be totally dependent on one side or the other, so you will often hear us speak about engagement as a 50-50 proposition. That means that the organization has 50 percent or half of the responsibility and that responsibility is to create an environment where people can be engaged and then the individual has half of the responsibility to come toward the organization and take advantage of that environment that’s been created and choose to be engaged themselves.

Engaging Your Organization

We believe that engagement is a competency. That means it’s a skill it can be taught and it can be learned and all of the things that we do are focused on that so that people will become more engaged in the things that they’re doing. They’ll be happier and greater contributors in the organizations that they work for.

When you combine that with all of the other things that we’ve been talking about, we’ve been able to go in and help many organizations over the years to create that change that they want and to take advantage of these very important parts of their organization, their people. We hope to have the opportunity to do that with you.

 


 

Read the next blog post in our DecisionWise Experience series, “What Makes Us Unique.”