This initial step involves all organisational members completing an on-line 80 statement diagnostic about the organisation’s culture.

The statements in the survey instrument are based on the New Employment Relationship Model.

There are 10 statements for each Value in the New Employment Relationship Model.

Half the statements relate to the employee (individual) accountability and half for the employer (organisation) accountability.

For example, a survey item for the Value of Customer-Focus is:
” I am very clear about my role in servicing internal and external customers”.
That is that statement completed by employees.

The corresponding statement for Managers is:
” Staff are generally clear about their role in servicing internal and external customers”.

• The survey results for each of the 8 values of the New Employment Relationship Model are analysed using 360 degree methodology.
• Three representations of the data are presented in the analysis: Venn diagram, Histogram and Statistical data.
• The two figures below illustrate the Histogram and Venn Diagram from the analysis. The illustrate the degree of alignment between individual and organisation in general terms for each value. More specific data will show the alignment or non-alignment for each statement.

From this data, the consultant prioritises 16 issues (two for each of the 8 values in the New Employment Relationship Model).

• The purpose of the project team is to interpret the feedback from step 2 and to make practical recommendations to positively align the perspectives of the entities in the employment relationship (employer and employee)
• Forming the Project team for these purposes requires a cross-function representation, i.e., a replica of the organisation-at-large.
• To do this the consultant works with the organisation to form a disproportionate stratified sample.
• The composition therefore may look like this:

2 Top Managers
4 Middle Managers
8 Workforce members

• Within these three organisational strata, a close as possible representation of the organisation needs to be considered. For example, all functional areas need to be represented in at least one of the three strata
• The legitimacy of this team is based on the degree it reflects the organisation-at-large.

• The purpose of this one day workshop is to facilitate a sense of team identity and cohesion so that the Project-team can work at its optional potential.
• To do this our consultants use the Team Management Systems © approach.
• The approach is based on identifying role preferences when working in a team.
• The below figure is the Margerison-McCann Team Management Wheel that illustrates the 8 tasks in problem solving. More information can be found at  http://www.tms.com.au

Margerison-McCann Team Management Wheel

After the successful completion of the team development workshop, the next focus for the project team is to tackle the 16-element agenda.

A sample of this can be found the in the table below:

The effectivness of the Continuous Innovation workshop are three-fold:

• To validate the survey results.
• To offer strategies for change to better reflect the model.
• To agree on a process for working together as an on-going project team.

In summary, the final report from the project team deliberations covers the following important aspects of their discussions:

• Executive Summary
• The New Employment Relationship Model
• Agenda for Change
• Recommendations
• Role of the Project Team
• Where To From Here?
• Personal Impressions of the Workshop

The figure below illustrates some of the interventions, key performance indicators and targets for workplace innovation related to each of the 8 values of the New Employment Relationship model.

<< Stage 5. Continuous Innovation Workshop