diagnostic – GrahallGoJas

Section :1

1. Is your organization...? 0/18

Publicly listed on a Stock Exchange

Corporate/Organization Headquarters

Private

A Business Unit/Operating Organization

United States-based

For profit

Foreign-based

Not-for-profit

ESOP (Employee Stock Owned)

Other

2. What industry/sector are you in? 0/3

Associations

Hotels, Restaurants & Gaming

Banks

Insurance

Colleges and Universities

Manufacturing

Commercial Services & Supplies

Materials

Computer & Communications Equipment

Media

Consulting/Professional Services

NGO

Construction & Homebuilding

Pharmaceuticals, Biotechnology & Life Sciences

Consumer Products

Real Estate

Diversified Financials

Retailing

Electronic Equipment & Instruments

Semiconductors & Semiconductor Equipment

Energy

Software & Services

Food & Beverage

Telecommunications Services

Government Agencies

Transportation

Healthcare Equipment & Services

Utilities

Other

3. How do Government Regulations influence your industry? 0/5

Heavily regulated?Relations between customers/clients/users, the organization and suppliers are fully regulated

Significantly regulated?Regulations are fairly stringent

Moderately regulated?Regulations between stakeholders are typical of U.S. industry in general

Slightly regulated?Regulations exist, but are not a major issue for the industry

Regulation-free?No major regulatory constraint between customers/clients/users, suppliers, and the organization

Section :2

1. How do Owners/Stockholders/Donors/Members/Investors influence your organization? 0/5

Tightly controlled?Few or a single person

Somewhat tightly controlled?Several key blocks totaling more than 50% of the organization

Moderately controlled?Some key blocks totaling between 25% and 50%

Somewhat widely held?Few blocks, blocks limited to between 5% and 25%

Widely held?No major controlling interests

2. How influential and involved is your governance group (i.e., Board of Directors, Trustees etc.)? 0/5

Uninvolved ? Mostly used to gain information

Advisory ? Mostly used to provide advice to leadership

Traditional ? Approves strategic plans but not operating decisions

Operational ? Makes major operating decisions

Tactical ? Runs the organization on a day-to-day basis

3. How do Customers/Clients/Users influence your organization? 0/5

Few customers/clients/users ?Most products, programs or services are purchased by a short list of key customers

Significant consolidation?Over 50% of the organization?s sales are to a few key customers/clients/users

Mixed concentration?Between 25% and 50% of the sales are to a few key customers/clients/users

Generally open base?Between 10% and 25% of the sales are to a few key customers/clients/users

Many customers/clients/users?Broad base; no one customer/client/user accounts for more than 10% of sales

4. How do Suppliers influence your organization? 0/5

Few suppliers?Key supplies are purchased only through a short list of suppliers

Significant concentration?Over 50% of supplies are purchased from a few key suppliers

Mixed concentration?Between 25% and 50% of supplies are purchased from a few key suppliers

Generally open?Between 10% and 25% of supplies are purchased from a few key suppliers

Unconcentrated?No supplier sells over 10% of supplies to your organization

5. How do Employee Unions influence your organization? 0/5

Fully unionized?The vast majority of non-management employees are unionized (>75%)

Significantly union?Most non-management employees are union members (50%-75%)

Mixed union?Between 10% and 50% are unionized

Predominately non-union?Less than 10% belong to a union

Non-union?No employees belong to a union

6. How do Employees (as Stakeholders) influence your organization? 0/5

Not specialized?The majority of employees are not specialized, and are recruited from the general workforce

Generally unspecialized?The majority of employees are not specialized, but some positions are highly specialized

Mixed?About half of the employees require highly unique skills with remainder more general in nature

Significantly specialized?Over 75% of the employees require unique skills, extensive training and are hard to recruit

Highly specialized?The majority of employees are highly specialized, highly trained, and extremely difficult to recruit

Section :3

1. Does your organization have formal vision, mission, values, and/or beliefs statements? 0/4

Yes

Vision

Mission

Values

Beliefs

2. If your organization has a formal Vision, Mission, or set of Values how well understood and accepted is it by different key stakeholders? 0/24

Fully Understood and Accepted

Mostly Understood and Accepted

Somewhat Understood and/or Accepted

Understood or Accepted but not Both

Not Understood or Accepted

Owners/Stockholders/Donors/Members/Investors

Governance Group

Suppliers/Vendors

Employees

Customers/Clients/Users

Employee Unions

Section :4

1. What best describes your general organizational strategy? 0/12

Overall Cost Leadership ---Producing products, programs or services at a low cost

Differentiation?Providing customers/clients/users what they want when and how they need it

Focus?Focus on a particular user group, segment of the product line, program or geographic market

Program/Product Leader--- Have the best or most advanced programs, products and/or services

Operationally Excellent---Be reliable, dependable, and efficient

Customer/Client/User Intimate---Live with the customer/client/user and address their specific needs

Other

2. Where along the value chain would you characterize your organization's competitive advantage? 0/14

Purchasing

Logistics/Distribution

Research

Development

Engineering/Technology

Operations/Manufacturing

Marketing

Sales

Customer Service

Quality

Financial

Legal

Human Capital/Resources

Information Technology

Other

3. What best describes your specific organizational strategy? 0/30

Grow through merger

Optimize margins

Grow market share

Hold price/margin

Retain market share

Product/program development cycle time reduction

Increase profit regardless of market share

Expand operations geographically

Price to acquire market

Expand sales force

Expand distribution

Grow from within

Differentiate products/programs/services

Increase cash flow

Decrease production capacity

Build better customer/client/user relationships

Reduce sales force

Use joint ventures

Optimize value chain

Manage costs through reengineering

Become more global

Better manage response to supply/demand cycles

1. What best describes your organization's Critical Customer/Client/User Capabilities? 0/5

Acquire new customers/clients/users

Build better relationships

Match services to needs

Solve more problems for the same end users

Disengage customers/clients/users when appropriate

2. What best describes your organization's Critical Product, Program and Service Capabilities? 0/7

Provide excellent customer/client/user service

Create innovative products/programs/services

Continuously improve products/programs/services

Acquire/implement new technology

Bring new products/programs/services to the market

Create and build brand identity

Discontinue ineffective products/services/programs

3. What best describes your organization's Critical Management Capabilities? 0/10

Create insight into competitive strategies

Manage for growth

Manage for profit

Negotiate and execute strategic alliances

Maximize the effectiveness of the organization

Execute mergers, acquisitions or joint ventures

Leverage core competencies

Enter new markets successfully

Organize around customer/client/user requirements

Effectively deploy resources

4. What best describes your organization's Critical People Capabilities? 0/6

Attract and retain best employees

Create employee commitment

Create a boundary less organization

Develop a truly global organization

Train and develop the workforce

Achieve capacity for change

5. What best describes your organization's Critical Technology Capabilities? 0/6

Create a new economy technology strategy

Combine multiple diverse technologies

Use technology to make new products/services/programs

Manage intellectual capital

Use technology to advance services/products/programs

Apply state of the art technology to key processes

Section :7

1. How would you characterize your organization's structure? (Check one) 0/6

1 layer of management

2 layers of management

Between 3 and 5 layers of management

Between 6 and 8 layers of management

Between 9 and 11 layers of management

More than 11 management layers

2. What percentage of your employees works in non-line staff positions? (Check one) 0/5

Less than 5%

Between 5% and 10%

Between 10% and 25%

Between 25% and 50%

More than 50%

3. What is the average number of direct reports by management level ? 0/9

Avg 1-5

Direct 6-10

Reports 11+

Executive

Middle management

Entry-level management

4. is this structure effective 0/9

Highly Effective

Moderately Effective

Highly Ineffective

Executive

Middle management

Entry-level management

5. What criteria was the most important to the design your organization? (Check all that apply) 0/13

Improved efficiency

Faster cycle time

Improved effectiveness

Brand building

Technological leadership

High quality service

High quality products/programs

Innovation

Flexibility

Broadening employee skills

Customer/client/user focus

Current staff strengths/weaknesses

Reflecting staff motives

Section :8

1. Knowledge Management 0/16

Not Successful

Somewhat Successful

Fully Successful

Industry Leading

Creating knowledge to compete

Managing Intellectual Capital

Identifying organizational capabilities

Assessing competitor capabilities

2. Decision Making 0/8

Not Successful

Somewhat Successful

Fully Successful

Industry Leading

Decentralizing decision making/accountability

Centralizing decision making/accountability

3. Supervision/Management 0/12

Not Successful

Somewhat Successful

Fully Successful

Industry Leading

Integrating organization/overcoming silos

Workforce optimization

Talent management

4. Planning/Allocating/Monitoring Budgets and Plans 0/20

Not Successful

Somewhat Successful

Fully Successful

Industry Leading

Creating short-term operational plans

Creating long-term strategic plans

Allocating resources effectively

Monitoring performance against plans

Aligning performance measures to business

5. Communications/Contacts 0/16

Not Successful

Somewhat Successful

Fully Successful

Industry Leading

Effective interdepartmental communications

Rapid vertical communications

Collaborating across departments/functions

Communicating with all stakeholders

6. Managing Change 0/12

Not Successful

Somewhat Successful

Fully Successful

Industry Leading

Identifying the need for change

Creating a capacity for change

Being flexible and responsive to change

7. Innovation 0/8

Not Successful

Somewhat Successful

Fully Successful

Industry Leading

Encouraging risk taking/innovation

Leading the industry with innovation

Section :9

1. What level of turnover is designed into your organization's people strategy? 0/16

Less than 5%

Between 5% and 10%

Between 10% and 25%

25% or more

Executive

Middle Management

Professional

Non-Exempt

2. What is your current level of staffing? 0/16

Terribly Understaffed

Moderately Understaffed

Fully Staffed

Over-Staffed

Significantly Overstaffed

Executive

Middle Management

Professional

Non-Exempt

3. For each employee group and function, indicate the quality level of the target workforce? 0/60

1 = lower quartile 2 = middle/50 th percentile 3 = upper quartile

Target Market Position
Employee Group	NA	Executive			Management			Professional			Non-Exempt
		1	2	3	1	2	3	1	2	3	1	2	3
Purchasing
Technology, Research and Development
Manufacturing, Operations and Logistics
Marketing, Sales and Customer Service
Staff (Finance, Legal, HR and IT)

Purchasing

Technology, Research and Development

Manufacturing, Operations and Logistics

Marketing, Sales and Customer Service

Staff (Finance, Legal, HR and IT)

4. What key messages has your talent management program reinforced with these work groups? (Check all that apply) 0/64

Exec

Mgmt

Prof

N/E

Recruiting high performers

Recruiting team players

Organization performance

Focus on retention

Supported development

Lifetime employment

Expertise driven

Grow from within

Recruit from outside

Employee engagement

Promote from within

Retain only the best

Up or out

Prune non-performers

Key skill based recruiting/retention

Becoming/being a global manager/employee

Section :10

1. How would you rate the importance of the following cultural messages? 0/56

Paramount

Highly

Somewhat

Unimportant

Decision-making and strategic control are centralized to the most informed personnel so they can maintain strategy and a reliable structure.

Decision making and strategic control is disbursed, autonomous, flexible and utilizes change in order to accommodate the market and environment.

Superior degree of industry and product knowledge and or knowledge of the specific marketplace and the ability to utilize deep technical expertise to operate.

Superior degree of general knowledge and or knowledge of overall markets and the ability to integrate a variety of knowledge bases to operate.

Tactical decision-making is regulated by guidelines, controlled and maintained for continuity for multiple units that need to adhere to a brand/procedure.

Tactical decision-making is flexible and relies on judgment that needs to use localized regional information to integrate into daily operations.

Strong centralized planning, allocation and monitoring of resources to ensure quality and compliance with governmental or management of resources.

Planning and allocation of resources that is flexible and adapts to changes in the operation and environment.

Open communication regarding all data, information throughout the majority of the organization business units.

Strong restriction of communication and information and data in order to maintain confidential information, checks and controls in the organization.

High focus on maintaining the course of day-to-day operations in accordance with goals despite conditions that may prove challenging.

Focus on the ability to change and adapt with circumstances, incorporating environmental information into the decision-making.

Focus on business capacities that facilitate the innovation of ideas, products and services, and invention of new market and service channels for old and new customers.

Focus on business capacities that strengthen the delivery of products and services over the long-term strategy, building a customer base, loyalty and holding or expanding a position in the marketplace.

HR Function Strategy

1. What best describes your degree of HR outsourcing? (Check one) 0/3

Discrete HRO ---Outsource only discrete or selected functions through third-party providers

HRO ? Outsourcing to niche, third-party providers all of one or more related HR functions

Total HRO ? All, or nearly all HR functions handled by one or more external vendors.

2. Which of the following best describes the current overall structure of your entire HR function? 0/5

Single HR function for entire enterprise

Separate HR function by business unit with corporate/central oversight

Separate HR function by geography with corporate/central oversight

Separate HR function by a combination of geography and business unit with corporate/central oversight

Individual HR functions (whether by business unit and/or geography) with no meaningful corporate/central oversight

Other (please specify):

3. Do you anticipate changing your current structure in 2014 or 2015? (Please select all that apply). 0/9

No changes are anticipated.

Yes, we will be moving to a single HR function for the entire enterprise.

Yes, we will be decentralizing HR, allowing HR to be run by business unit or geography.

Yes, we will be moving to a shared services environment with HR centers of excellence (COEs) and HR business partners.

Yes, we will be bringing additional services into our shared services environment.

Yes, we will be combining our HR shared services with other corporate functions (e.g., Finance).

Yes, we will be moving away from a shared services environment.

Yes, we will be outsourcing some/more functions.

Yes, we will be bringing some/more outsourced functions back in-house.

Yes, other (please specify):

4. Does your HR function use HR shared services to deliver HR services? (Select all that apply). 0/4

Yes, we have an internal onshore service center(s).

Yes, we have an internal offshore service center(s).

Yes, we use an external onshore provider(s).

Yes, we use an external offshore provider(s).

Other (please specify):

5. Who owns HR shared services in your organization? 0/4

Our HR function

The IT/IS function

An enterprise-level shared services function

A third party/outsourcer

Other (please specify):

6. Please indicate which initiatives your HR function has undertaken within the last 18 months. (Select all that apply). 0/14

Outsourced activities previously handled internally

Implemented and/or further leveraged manager self-service (MSS)

Implemented initiatives for improving line managers? people management capabilities

Reengineered key HR processes

Brought back services previously outsourced to a vendor

Implemented a shared services model

Refocused the role of the HR business partners

Changed the scope of the COEs within HR

Implemented a new HR management system (HRMS)

Implemented a new HR portal

Introduced new types of collaboration tools for the delivery of HR services

Evaluated/Updated cost allocation across HR (organizational structure)

Built or further invested in an HR analytics function

Built or further invested in an HR project management office (PMO) function

None of the above

Other (please specify):

7. What are the intended uses for the job analysis information 0/44

Current Use

Future Use

Not Intended

Job Design

Organization Unit Design

Organization Overall Design

Job/Position Title Determination

Job/Position Documentation

Vocational Choice

Job/Position Evaluation

Compensation Determination

Recruit Assessment

Employee Assessment

Selection Methodologies

Performance Management

Training and Development

Promotional Determination

Career Pathing

Succession Planning

Outplacement

Organizational Manpower Planning

Litigation Protection

Occupational Hazard Determination

Determining Competitive Advantage Positions

FLSA Determination

Your Survey Color

Grand Total : 0/703

Suggested System Based on the Diagnostic Questionnaire Point Score
Points	GZS 0	GWS 1	GTS 3	GFS 10	GAS 12	GCS 25	GDS 50	GSS 250	GTS 500	GHS 1000
600-703
500-599
400-499
300-399
200-299
100-199