EMAC ASSESSMENTS, LLC

CREATE COMPETITIVE ADVANTAGE WITH EMAC'S LAMPE

LEADERSHIP MODEL AND OUR HALO TECHNOLOGIES.

FIRST, AN INTRODUCTION TO OUR HALO ASSESSMENT SERVICES

Smart, successful organizations value the people working for them. They also understand the importance of minimizing employee turnover to avoid unnecessary operating expenses. Organizational development and human resource professionals regularly gather information which reflect the status of an organization's management and business processes.

To gather this information, professionals rely on employee opinion surveys. When this survey is customized to meet the specifications of the client, it is called a Customized Organizational Inquiry (COI). The COI is an assessment instrument constructed to gather information regarding the current status of organizational properties and culture such as:

• How well the organization is managed.
• The level of employee confidence.
• The level of the employees' satisfaction with careers, company leadership, or treatment by management.
• The employees' willingness to recommend the organization as viable employment.

The following is an example of possible results obtained by the COI survey.

• 83% of the employees surveyed have confidence in the future of the company.
• 72% are satisfied with their careers, and 76% would recommend the organization as a good place to work.
  

These results aren't bad! But what does the organization do when the results are bad?

For example, prior to our consulting, AT&T regularly administered a COI (The Stanik Survey) every year for 15 years. Each year, survey results confirmed only 34% of employees approved of the treatment they received from management. For 15 years the company sent its managers to leadership, management, training courses aimed at improving managers' knowledge and skills in the areas of management and leadership.

Additionally, the company would "rally the troops" through special events, clothing, and forums to show and confirm its concern for them. Despite serious efforts, after a few years it became obvious that the interventions failed to produce a change or improvement in the "treatment by management" score. Why didn't the company do something different?

The Answer, Or At Least An Insight

AT&T wanted to improve employees' view of management. The best way to do this is to actually improve management. Instead, the company focused on leadership/management training and education. These failed because they did not understand what processes to change in order to bring about the desired changes.

The HALO Survey solves this problem. HALO is a unique family of organizational assessment instruments consisting of questions regarding an organization's leadership practices. HALO has over 30 years of research and development. The framework identifies and defines the processes of adaptation and change an organization can control in order to improve and sustain its performance through continued productivity, strategic organizational flexibility, and efficient adaptability.

Think of each HALO question like the knobs on an old-fashioned radio. As the knob is turned, the process addressed in the question can be adjusted (either increased or decreased) to improve how the organization is managed. Each knob defines a causal and functional relationship between the process's cause and its outcome. HALO incorporates our knobby analysis technology (KAP) (84, 85).