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1、 Integro Leadership Institute 1800 222 902 .au for Sample Company May, 2011May, 2011May, 2011May, 2011 Employee Passion Survey Report for Sample Company The Merriam-Webster Dictionary defines passion as: intense, driving, or overmastering feeling or conviction a strong liking or desire for or devoti
2、on to some activity, object, or concept The Employee Passion Survey Passionate employees are focused, engaged and committed to doing their best in everything they do. As a result, they deliver exceptional value to their customers, whether they are external or internal customers. Passion contributes
3、more towards value creation than any other human capability. Since the primary purpose of your organization is to deliver value to your customers through your products and services, the more passionate your employees are the more value you will deliver value your competitors cannot match. This surve
4、y measures employee passion on two levels: 1. Passion for the job: the degree to which employees are emotionally connected to their work and are committed to doing their best. 2. Passion for the organization: the degree to which employees are emotionally connected to the purpose, values and vision o
5、f the organization and its leaders. There are three sections to this report: SECTION 1 The Passion Index: this section measures the five employee needs that ignite passion. Employees indicate how important these needs are to them personally, and how well the organization satisfies these needs. SECTI
6、ON 2 Employee Passion Report: this section shows the percentage of employees who identified themselves at each of the five levels of passion. Employees at level 5 are passionate about both their work and the organization they work for. Level 1 employees are not passionate about either their work or
7、their organization its just a job to them and if they find another opportunity they will take it. SECTION 3 Values that Build Trust: the level of trust in the workplace has a significant impact on how passionate employees will be. This section measures the eight Values that Build TrustValues that Bu
8、ild TrustValues that Build TrustValues that Build Trust how important they are to employees personally, and how well employees perceive the organization to be operating by these values. Employee Passion Survey Report for Sample Company 3 The Passion Pyramid Every leader knows their team members who
9、are truly passionate about their work and the organization they work for. These employees are focused, committed, and will go to extreme lengths to fulfil their responsibilities every day. If only all team members were like that! Well they can be. People dont become passionate for no reason. They be
10、come passionate about doing things that are both emotionally satisfying and that they see as significant, worthwhile or meaningful. In other words, there are some basic human needs that when satisfied can bring out the passion in any individual. That is the foundation of The Passion Pyramid. The Pas
11、sion Pyramid identifies five human needs that ignite passion, the leadership skills needed to create the conditions to satisfy each need, and then describes the outcome or payoff to the organization for satisfying the need. The Passion Pyramid underpins the Employee Passion Survey, so an understandi
12、ng of the five levels will help with the interpretation of the report. Employee Passion Survey Report for Sample Company 4 This section measures how important the five needs that ignite passion are to employees, and the degree to which they perceive these needs to be satisfied. The greater the gap b
13、etween the importance of the need and the degree to which it is satisfied, the lower employee passion will be. There are two questions for each need, and for each question employees are asked: How important is this need to you personally? How well does your manager, team or organization satisfy this
14、 need? In each case the response is scored on a ten point scale where 1 is low and 10 is high. Employee Needs 1 THE NEED FOR RESPECT: It is almost as basic a human need as oxygeneveryone needs respect. And yet so many leaders unintentionally treat their team members with disrespect. People dont feel
15、 respected if they are not listened to; when decisions that affect them are made without their input; when they are not compensated fairly; or when their need for a balance between career and family is dismissed. The leadership skill required to build mutual respect is to build trust through effecti
16、ve People Skills. There are two questions in the survey that determine whether employees feel respected. The first looks at the relationship they have with their immediate manager or supervisordo they feel trusted and respected as a result of the way their manager deals with them and communicates with them? The second question focuses on the organizations policies and practices. An organization that value
