Welcome
How People-Centric Is Your Organization?
A people-centric organizational strategy is a crucial component of business success in modern organizations. How far along is your organization in its people-centric journey? Take our short self-assessment to find out.
The assessment will yield customized results and recommendations based on your responses and comparisons to the results of other organizations. The assessment should take about 5 minutes to complete.
Questions
For this assessment we will be asking you to rate your organization in 5 key areas of people-centricity. For each area, you will be given 4 statements.
The 5 key areas are:
- Culture of individual empowerment
- Work and team arrangements
- Utilization of technology
- Employee feedback processes
- Clarity of goals and expectations for employees
1 of 6
Questions
1. Please indicate the extent to which the following statements describe your firm’s culture of individual empowerment?
1 – Does not describe our approach at all
2
3
4
5 - Describes our approach exactly
We encourage workers to challenge conventional thinking both within their specific domain and at the strategic/organizational level.
Employees are regularly encouraged to check-in with their managers for coaching and guidance in order to provide feedback to leadership.
We are tolerant of employees’ mistakes and use them as a source of learning and growth.
We have a clear and defined career path for every employee and encourage workers to progress.
1 of 5
Questions
Please indicate the extent to which the following statements describe your firm’s work and team arrangements?
1 – Does not describe our approach at all
2
3
4
5 - Describes our approach exactly
Workers have full autonomy to adjust work schedules as long as high-level commitments are met.
Workers have full autonomy to work at the most convenient location as long as high-level commitments are met.
We have the tools and technology to formally document indirect reporting relationships and teams, and evaluate employees based on the same.
People are organized into cross-functional teams that may change based upon what’s required to achieve long- and short-term goals.
2 of 5
Questions
Please indicate the extent to which the following statements describe your firm’s technology?
1 – Does not describe our approach at all
2
3
4
5 - Describes our approach exactly
We encourage employees to adopt digital tools to promote employee innovation, collaboration, and mobility.
Employees have a lot of freedom to choose the applications they use to accomplish their work.
We equip our employees with digital tools to improve processes and increase productivity.
All the applications and data that our employees need are accessible on desktop and mobile.
3 of 5
Questions
Please indicate the extent to which the following statements describe your firm’s employee feedback processes?
1 – Does not describe our approach at all
2
3
4
5 - Describes our approach exactly
We have an “always-on” voice-of-the-employee program in place to capture feedback.
Many of the ideas from employee feedback are reported back to and celebrated by the broader organization.
Specific actions and ideas are taken and implemented throughout the organization as a result of feedback provided through a voice-of-the-employee program.
We conduct periodic surveys and use data to help us understand employees’ work styles and needs.
4 of 5
Questions
Please indicate the extent to which the following statements describe your firm’s clarity of goals and expectations for your employees?
1 – Does not describe our approach at all
2
3
4
5 - Describes our approach exactly
Organization-level objectives and key results are set so that every employee knows exactly what they are working toward at an organizational level.
Team-level objectives and key results are set so that every employee knows exactly what they are working toward at a team level.
Employee-level objectives and key results are set so that every employee knows exactly what they are working toward with their own personal goals.
Our business goals and objectives are in perfect alignment with our company’s stated values.
5 of 5
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Results Overview
Results Overview
Where is your organization today, and what can you do to create a more people-centric organization in the future? Your personalized results will show your organization’s maturity level in each of the 5 key areas of people centricity.
Continue to see your personal results and recommendations
Recommendations
Culture of individual empowerment
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Work and team arrangements
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Utilization of technology
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Employee feedback process
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Clarity of goals and expectations
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Your overall maturity result:
Low maturity
Your score means your people-centric maturity is only at the beginning stage. This will leave your organization at a disadvantage in the long run. Here are a few key steps to creating a more effective people-centric organization.
- Prioritize employee satisfaction to rethink HR. Our study found that low maturity firms were far less likely to prioritize initiatives that improve employee experience, engagement and productivity. They were also more likely to track success of their people-centric initiatives using short term cost saving metrics. Stop managing human capital as a cost center. Those who think about their big picture and track success based on metrics like employee satisfaction, see far greater return on their investment in the long run.
- Plan your technology purchases carefully. Remember that more doesn’t always equal better. Low maturity organizations use far more workforce management tools than their high-maturity peers but have much lower satisfaction and see fewer benefits. Avoid taking this shotgun approach to workforce management technology by thoughtfully weighing your options and selecting only the tech that makes sense for your organization.
Medium maturity
Your score means your people centric maturity has matured to the intermediate stage. While its good that you’ve moved beyond the novice phase, you are still at risk of falling behind your high maturity peers. Here are a few key steps to creating a more effective people-centric organization.
- Ensure executive support of people-centric initiatives. Our study found that nearly half of medium maturity organizations are being held back in their people-centric plans by a lack of executive support and/or investment. Ensure your people-centric transformation is enabled from the top by building the business case: Track KPIs that you can present to the board to show business gains, and continuously monitor – and report out – improvement to maintain that executive support.
- Find efficiencies wherever possible. While our study found that most medium maturity organizations are thinking about their employees in a people-centric way and are seeing increases in satisfaction and productivity, they often struggle with the cost of their programs. Analyze your people-centric initiatives and see where you can find efficiencies. This will also make it easier to bring executives on board!
High maturity
Congratulations, your score means that your people-centric strategy is advanced! While you are in the top tier of people-centric organizations, there is still room to grow. Here are a few key steps to improving your people-centric initiatives even further:
- Treat contractors as an extension of your workforce. The use of contractors is an effective and efficient way to gain access to specialized talent, fill skill gaps, and get higher-quality work. Make sure to think of these contractors as an extension of your workforce, not a transactional commodity. Look for employee recommendations and peer-to-peer communities to find skilled contractors and have them engage directly with HR (rather than going through a corporate procurement process).
- Invest in advanced workforce technology. Burned-out employees are less effective employees. So, develop ways to assess your organization for both engagement and burnout, and invest in capabilities that can reduce workload, such as automation, AI, and robotics.
Your biggest areas of need are:
-
Culture of individual empowerment
Worker empowerment has a substantial impact on job satisfaction, effort and creativity. Empowered employees are happier, work harder, and stick around longer. To cultivate a culture of individual empowerment at your organization ensure that:- Career pathing is clearly defined and employees are encouraged to regularly check-in with their managers for coaching and guidance.
- Workers are encouraged to challenge conventional thinking, and mistakes are tolerated and used as a source of learning and growth
Work and team arrangements
Building an efficient and happy workplace requires companies to give their employees effective, logical, and clear organizational structures, while also providing the ability to work in the way that makes them most productive. To ensure effective work and team arrangements:- Create cross-functional teams that provide flexibility to adapt based on what’s required to achieve goals.
- Provide the tools and technology necessary to formally document indirect reporting relationships.
- Give workers the autonomy to work in the location and on the schedule that best suits their needs as long as work commitments are being met.
Utilization of technology
Employee productivity is critical to a people-centric organization, and productivity can live and die with technology choices. People-centric organizations should:- Equip employees with the tools they need to be effective, innovative, and collaborative, and prioritize investments that make it easier for them to find the information they need.
- Encourage employees to choose the tools and applications that are best for them to accomplish their work.
- Make all applications and data that employees need accessible across desktop and mobile devices.
Employee feedback processes
One of the hallmarks of people-centric organizations is that they actively engage their people in key decision-making processes and make sure that their voices are heard. To build effective employee feedback processes:- Institute an always-on voice-of-the-employee program and invest in employee-feedback mechanisms.
- Ensure that there is a transparent process for how feedback is handled, a way to prioritize which ideas will be implemented, and a closed-loop communication process to show people how their feedback is being used.
Clarity of goals and expectations for your employees
People are reluctant to work hard if they don’t know what they’re working towards. Make sure your employees understand clearly what behaviors and achievements are necessary to advance their careers. To effectively create clarity around goals and expectations for your employees:- Clearly set employee, team and organization level objectives so that every employee knows exactly what is expected of them.
- Develop a transparent and auditable advancement process to detect and remove any roadblocks that impede progress.
-
Culture of individual empowerment
Worker empowerment has a substantial impact on job satisfaction, effort and creativity. Empowered employees are happier, work harder, and stick around longer. To cultivate a culture of individual empowerment at your organization ensure that:- Career pathing is clearly defined and employees are encouraged to regularly check-in with their managers for coaching and guidance.
- Workers are encouraged to challenge conventional thinking, and mistakes are tolerated and used as a source of learning and growth
Work and team arrangements
Building an efficient and happy workplace requires companies to give their employees effective, logical, and clear organizational structures, while also providing the ability to work in the way that makes them most productive. To ensure effective work and team arrangements:- Create cross-functional teams that provide flexibility to adapt based on what’s required to achieve goals.
- Provide the tools and technology necessary to formally document indirect reporting relationships.
- Give workers the autonomy to work in the location and on the schedule that best suits their needs as long as work commitments are being met.
Utilization of technology
Employee productivity is critical to a people-centric organization, and productivity can live and die with technology choices. People-centric organizations should:- Equip employees with the tools they need to be effective, innovative, and collaborative, and prioritize investments that make it easier for them to find the information they need.
- Encourage employees to choose the tools and applications that are best for them to accomplish their work.
- Make all applications and data that employees need accessible across desktop and mobile devices.
Employee feedback processes
One of the hallmarks of people-centric organizations is that they actively engage their people in key decision-making processes and make sure that their voices are heard. To build effective employee feedback processes:- Institute an always-on voice-of-the-employee program and invest in employee-feedback mechanisms.
- Ensure that there is a transparent process for how feedback is handled, a way to prioritize which ideas will be implemented, and a closed-loop communication process to show people how their feedback is being used.
Clarity of goals and expectations for your employees
People are reluctant to work hard if they don’t know what they’re working towards. Make sure your employees understand clearly what behaviors and achievements are necessary to advance their careers. To effectively create clarity around goals and expectations for your employees:- Clearly set employee, team and organization level objectives so that every employee knows exactly what is expected of them.
- Develop a transparent and auditable advancement process to detect and remove any roadblocks that impede progress.
View your detailed results
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Next Steps
Methodology, Disclaimers and Disclosures
Methodology, Disclaimers and Disclosures
Methodology
Methodology
In this study, Forrester conducted an online survey of 500 global HR/HCM leaders at enterprises from a variety of industries to evaluate their people-centric maturity. The study was completed in October 2018.
Disclaimers
Although great care has been taken to ensure the accuracy and completeness of this assessment, ADP and Forrester are unable to accept any legal responsibility for any actions taken on the basis of the information contained herein.
Disclosures
This interactive tool is commissioned by ADP and delivered by Forrester Consulting.
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