Zenit Culture Measurement
15 years ago, we developed our own high-quality method to get a crystal-clear picture of the culture of an organization.
With a representative sample of the organization, we hold open dialogues in small groups about key issues of the organization. The topics and statements are customized and adapted to the specific circumstances and challenges.
On the basis of a growing insight, the conclusions are further validated with the groups and special attention is paid to mapping out the unwritten rules.
We not only process all this information into a comprehensive report, but we also provide a mindmap (one page) that leaves nothing to the imagination. Red Flags indicate the action points that need improvement first to deliver the first measurable results within six months.
The conclusions of the culture measurement are presented in a workshop with the management and we brainstorm in group on the conclusions. You will leave the workshop with an action and communication plan.
Barrett Culture Measurement
Unlike in the Zenit culture measurement, we work with an online survey here. For this, we work together with the American author and top consultant Richard Barrett, who has developed a powerful and practical measuring tool that is successfully used in 26 countries. We were certified in 1999 and now we are one of the most experienced consultants of the measurement system in Europe.
We have used the method in Belgium, the Netherlands and around the world for among others Exxon Mobil, VITO (Flemish Institute for Technological Research), the Ministry of the Flemish Community, Bank J. Van Breda & C°, for the Hesse-Noord Natie merger, Total Refinery, Solidariteit voor het Gezin, De Boer Waterproofing Solutions, Main D’Or, the city of Kortrijk, merger Induver, DP World, Celanese, Conteyor, etc.
The culture and value research is also increasingly used as an alternative to the classical employee satisfaction survey.
- Determines which values are considered to be the ten most important individual, organizational and ideal organizational values throughout the organization, group and department, taking into account demographic differences;
- Analyses the extent to which the ten most important individual, organizational and ideal organizational values coincide;
- Indicates to what extent the existing values of the organisation coincide with the values they pursue;
- Determines which behavioural changes are necessary to create a long-term successful corporate culture;
- Determines how the individual, organisational and ideal organizational values are spread according to the seven levels of corporate awareness;
- Measures to what extent the ten most important individual, organizational and ideal organizational values are in line with each other.
- The basic tool consists of three lists of values from which an individual chooses the ten values that best express who that person is (individual values), the ten values that best describe how the organization operates (organizational values) and the ten values that they find to be essential for a very well-performing organization (ideal organizational values).
- The lists with values are adapted to the organization and environment in which it operates. The adaptation consists of adding values that are part of the organization’s vision, mission and value system; values that relate to the sector in which the organization operates and to the main occupational codes (retail, industry, media, education, banking, health care, etc.). Additionally, we add values that are typical for the national culture and language.
- The results of the study of the organization’s values can be differentiated horizontally to group, such as management, middle management and staff, and vertically to department such as operations, sales, management, to factory or shop location; and based on demographic factors such as gender, duration of employment, age and ethnicity.