Participation is obviously important if the data obtained is to be statistically significant. We work with the client to ensure that the benefit of participation is sold effectively throughout the organization prior to the research phase of the diagnostic. There are two crucial elements impacting on the response rates.

1. The complete confidentiality of each individual is clearly understood.
2. There is an expectation of action as a result of the feedback

The feedback requires a few minutes each day for 5 days. As you can see from the example above it is typical for the response level to decrease over that period. This is normal and does not affect the results provided that it does not get too low.

Organisational “Cuts”

Be able to make valid comparisons (internal benchmarking) and to more accurately determine where interventions need to be targeted it is necessary to make strategic organisational “cuts”. It is possible to divide the results up in as many combinations as you wish. However more information does not necessarily mean more knowledge. It is advisable to choose cuts that provide an actionable set of results. Each cut must also contain sufficient numbers to maintain confidentiality. The absolute minimum is 5 people per cut.

In the example shown right it can be seen that there have been 10 cuts across 3 company levels, as well as division by the 3 trades and two locations. Typically there are between 4 and 10 cuts although we have worked with more than 30.

Qualitative Results

The initial phase of the process is defining the structure of the diagnostic, for example the cuts that will be undertaken. This is done with the executive sponsors of the project and is conducted by od21 or your HR Consultants running the M4P project. These interviews may also be referenced where they may have substantial relevance to some of the diagnostic results.

Inevitably, once the level of confidentiality is clearly established, some participants feel the need to provide feedback outside the diagnostic. It is not uncommon to receive a 2 or 3 page document from a participant who feels the need to express themselves. This information is not ignored, especially if the volume of information is significant. An example of part of a report follows. While 5 bullet points are visible there was in fact some 50 points highlighted.

General remarks included

The following remarks were made outside the ambit of the M4P and were in writing or in phone conversations with od21. These remarks/comments should be interpreted against the backdrop of the fact that the work environment for today’s employees, no matter the industry or location, has deteriorated badly in recent years. At the same time employees are being placed under tremendous pressure to produce more in less time and with fewer resources, the traditional benefits of full time employment are being eroded. Clients use od21 when they want to gain an objective, quantitative understanding of what their employees are thinking (getting the ground truth). Although no scientific value can be linked to the following remarks, od21 felt that it could contribute to the information gained by the diagnostic.

The remarks were:

• They are treated with disrespect
• They don’t trust what management tells them
• They feel under paid (less incentives/benefits — health, retirement)
• Their jobs have a negative impact on their quality of life
• They feel powerless and frustrated
• They are fearful of losing their jobs/encountering the same situation