Step three - Plan
The plan arrives with the report.
A detailed report based on your results, with proposed solutions.
01
Where you stand, why, and what next
A detailed view of the current state of the organisation and its teams, the causes behind it, and proposals for improving it.
- A detailed report for the whole organisation
- Analysis of the current state
- The causes of the current state, identified
- Proposed solutions for improvement
- Downloads as a Word document
Report
Built from this measurement
Burnout
AverageMotivational pattern: autonomous motivation holds, but Operations is carrying the strain
- Current state
- Burnout is moderate (41) across the organisation, but it is not evenly spread. It is highest in Operations (54) and lowest in Support (31).
- Why this is happening
- In Operations, high burnout coincides with the lowest satisfaction with managers (45) and with change management (36). People carry a heavy workload without enough support, and hear about changes too late to prepare. Autonomous motivation still holds, so this is not a loss of will but exhaustion that can be reduced.
- What needs to be done
- With the team leads in Operations, review how work and priorities are spread, introduce short weekly conversations about workload, and agree rules on overtime and availability outside working hours. October's measurement will show whether it moved.
- Satisfaction with career development38Poor
- Satisfaction with change management42Poor
- Satisfaction with colleagues74Good
Downloads as a Word document.
02
A phased action plan
Each initiative carries a rationale, the steps to take, the expected outcome, a minimum viable version if you are short on time, the first evidence you should see, the risk of not doing it, and what it depends on.
- Phases and initiatives, with an overview table
- A minimum viable version of each initiative
- The first evidence to look for
- An explicit risk of doing nothing
- Dependencies between initiatives
Action plan
Generated from this measurement
Phase 1 - first ninety days
Reduce workload and build in recovery in Operations
Burnout scores 41 overall and 54 in Operations - the highest in the organisation, alongside the lowest satisfaction with managers (45) in the same department.
Steps
Review workload and priorities with the team leads
Introduce short weekly conversations about workload
Agree rules on overtime and availability outside working hours
Risk of not doing it: Operations already shows the highest burnout. Without relief, exhaustion turns into absence and departures, and the first to go are the people the work rests on most.
A decision is announced before it takes effect
Change management scores 42, and 36 in Operations. People are not resisting the changes - they are finding out about them too late to prepare.
Phase 2 - months four to nine
Manager support programme for Operations
Manager satisfaction is 45 in Operations against 71 in Sales. The gap is not about people; it is about which managers have ever been taught to do this part of the job.
Regular one-to-ones with a written agenda
The cheapest intervention in the plan, and the one with the broadest effect: it moves autonomy, competence and relatedness at the same time.
03
The artefacts, already written
Every initiative comes with the operational documents needed to run it: meeting agendas, templates, checklists, short surveys, facilitation guides, individual development plans, minutes.
- Agendas, templates and checklists
- Short surveys and facilitation guides
- Individual development plans
- Minutes templates
- Every one downloadable as a Word document
04
Recommendations based on your data
Recommendations are not a generic best-practice list. They are selected on the basis of your data, as gathered through our survey.
- Selected using validated predictive models
- Only the recommendations with the strongest impact
- Tied to specific metrics
- Simulated rollout of initiatives
Find out what really drives your people
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