Assessments -

In order to drive and curate Employee Engagement, we assist organizations in an assessment process supported by a Purpose Driven Organizational Strategy Checklist. The outline below is meant to hit the high points of this checklist assessment and is not meant to be all -inclusive:

PURPOSE DRIVEN ORGANIZATIONAL STRATEGY CHECKLIST

GOVERNANCE

MISSION

EMPLOYEE ENGAGEMENT STRATEGY

CUSTOMER ENGAGEMENT STRATEGY

Board of Directors & Mission:

· Does the Board understand its critical role in overseeing the relationship of Mission & Purpose to employee and consumer engagement?

· Does the Board routinely require the CEO to evaluate and report on Employee Engagement to the Mission?

· Does the Board routinely require the CEO to report on evidenced based metrics (retention of high potential employees and other critical positions, succession plans, etc.) that gauge the success of engagement strategies?

· Does the Board routinely require the CEO to report on customer retention and satisfaction with the brand?

· Does the Board require the CEO to measure the emotional engagement of customers to the brand building on the Motista studies?

· Does the Board evaluate the CEO primarily on the basis of whether they inspire the people they lead, not just on other strategic and operational performance metrics?

CEO and Mission:

· Does the CEO understand his/her critical role in managing the relationship of Mission & Purpose to employee and consumer engagement?

· Does the CEO routinely evaluate and report on Employee Engagement to the Mission to the Board?

· Does the CEO routinely report to the Board on evidenced based metrics (retention of high potential employees and other critical positions, succession plans, etc.) that gauge the success of engagement strategies?

· Does the CEO assure that there is a mentor-coach and leadership development program that targets the retention and development of high potential employees?

· Does the CEO routinely report on customer retention and satisfaction with the brand to the Board?

· Does the CEO routinely measure the emotional engagement of customers to the brand building on the Motista studies?

· Does the CEO assure that the company’s mission is linked to individual and team-based mission statements that reflect the mission and purpose of the organization?

Employee Engagement Surveys:

· Does the organization survey employee engagement that focuses on the engagement of employees to the Mission & Purpose of the Organization?

· Is the organization’s survey evidenced based?

· Does the organization’s employee engagement and retention program respond to findings?

· How does the organization’s program support leaders in engaging employees to the Mission & Purpose of the Organization so that the organization drives cultural connection and change when appropriate?

· Does the organization use the “IKEA Effect” and ask employees to assist in building products that meet the mission which they then see as more valuable as they are part of the creation process?

Customer Engagement Surveys:

· Does the organization survey customer engagement that focuses on the engagement of customers to the Mission & Purpose of the organization?

· Is the organization’s survey evidenced based?

· Does the organization’s customer engagement and retention program respond to findings?

· How does the organization’s program support leaders in engaging customers to the Mission & Purpose of the organization so that they drive customer connection?