Benchmark of Organizational Emotional Intelligence (BOEI)

The Organizational Benchmark Assessment is a powerful organizational survey designed to measure the level of job satisfaction in the organization as a whole as well as across and among its divisions, departments, and units.  Every component of the Survey has been carefully selected because it has scientifically demonstrated that it is an essential element of high organizational performance.  The reports provide a profile of the organizations strengths and weaknesses so you can correctly identify strengths that you can build on and areas that need work so you don’t waste time and money adding programs and perks that don’t add value to the organization.

This instrument taps into the heart of your organization’s state of mind or emotional center, which is defined by its creators as:

“an organization’s ability to successfully and efficiently cope with change and accomplish its goals, while being responsible and sensitive to its people, customers, suppliers, networks, and society.”

Job satisfaction is tied to a persons emotions concerning their workplace.   It influences both employee attendance and turnover.  The survey targets the emotional well-being and emotional intelligence areas that underlie organizational effectiveness.  Since an organization is made up of people who possess varying degrees of emotional intelligence, it’s helpful to understand emotional intelligence at both the individual and organizational levels.

Emotional intelligence can be scientifically measured in individuals and has been shown to be predictive of their success.  Increasingly, organizations are recognizing that the key to maximizing their competitive position in the market requires paying attention to the satisfaction, motivation, and goals of their employees.

Organizational emotional intelligence is also considered to be predictive of organizational success.  The BOEI is a snapshot in the time of an organization’s life as interpreted by the respondents, whose very own levels of emotional intelligence impact how they react at work, and thus impacts the level of organizational emotional intelligence and how they perform in the marketplace.

The Organizational Report compares the entire organization with normative data of other organizations.  Norms are a set of average scores derived from a representative sample of a population. These average scores are used as the basis for comparison to help determine whether and to what degree the score is above average, average, or below average.  The comparative norm data is based on surveys of more than 2000 people working in a variety of organizations that include financial services, military, publishing, engineering, high tech, sales, professional services, and others.  This normative data allows you to see how your organization compares to others giving you perspective.

Companies can compare their reports to subsequent periods to evaluate their progress and identifying areas needing further work.  Over time trends will emerge helping to ensure the organization is reaching its goals. Another benefit of recurring monitoring is that it can be used as a recruiting tool to attract top performers to your organization. Applicants like to see evidence of ongoing efforts to obtain and make organizational wide improvements based on employee feedback.

The survey is administered online ensuring quick and efficient data collection and reporting. Participant identities are protected through the use of certificate numbers issued upon completion of the survey ensuring higher participation and more candid responses.  A minimum of three responses per group is required to be included on the report, further ensuring anonymity.  

This approach also reinforces to individuals that their participation adds weight to the final results and increases the likelihood that the issues that concern them most will be represented.  Each participant is responsible for capturing their individual certificate number in order to claim their personal report.  There is no other way to match the individual to their report.

The survey allows two open ended questions enabling the report to address your organization’s unique concerns. Examples include: “What areas are most important for the future success of the company?” or “What areas are in greatest need for improvement?”  or “Are there any issues that need to be addressed that were not included in this survey?”  Participants are allowed to answer each question in a free form style comment box.
This report provides personalized feedback to each respondent, comparing the responses of the individual to the scores of the overall organization (and, optionally, to his or her group).  Individual Reports act as a springboard for discussion and professional development, paving the way for understanding and change. This report is confidential and is collected by the respondent via an anonymous Certificate Number.  One Individual Report per respondent is required to score an Organizational Report. The factors that have been identified that significantly contribute to organizational morale and overall success can be found in the scales and sub-scales of the assessment, which are outlined as follows:

Total BOEI Score – The Total BOEI score is the degree to which the organization as a whole is seen to be meeting the basic-, intermediate-, and high-level needs of the people within the organization.  This is also the degree to which the organization is able to cope with change and accomplish its goals while being responsible and sensitive to its people, customers, suppliers, networks, and society. The Total score breaks into the following factors and subfactors.
  • Job Happiness (JH) – This scale measures the degree to which people are challenged and fulfilled by their job. It includes job satisfaction and enjoyment of the workplace.
  • Compensation (CO) – This scale measures how satisfied people are with their basic pay, bonuses, commissions, vacations, and benefits.  It contains two sub-scales: Pay and Benefits.
    • Pay – This sub-scale focuses on people’s satisfaction with their pay and the degree to which they believe remuneration keeps them committed to the organization. It includes their feelings about pay as an incentive, fairness of assignment of pay increases, and openness of the organization in sharing financial successes.
    • Benefits – This sub-scale evaluates employees’ perceptions of the organization’s benefit package, specifically its competitiveness, flexibility, and importance in retention.
  • Work/Life Stress Management (WL) – This scale measures how stable employees perceive the work environment to be, how well they report managing stress, and how balanced they feel their work and home life is. It contains three sub-scales: Stability, Stress Management, and Work/Life Balance.
    • Stability – This sub-scale measures the degree to which the nature and amount of work has remained consistent over the past 6 months.
    • Stress Management – This sub-scale measures how well people report coping with work stressors.
    • Work/Life Balance – This sub-scale measures people’s success in maintaining a comfortable balance in which job demands do not interfere with home and social activities.
  • Organizational Cohesiveness (OC) – This scale measures the ability of coworkers to get along and work in cohesive teams. It contains two sub-scales: Coworker Relationships and Teamwork.
    • Coworker Relationships – This sub-scale measures the degree to which people in the organization feel they get along, trust each other, and can depend on one another for support.
    • Teamwork – This sub-scale measures the degree to which members of a team work well together. It includes trust, morale, complementary skills, group pride, communication, and productivity.
  • Supervisory Leadership (SL) – This scale evaluates the effectiveness of supervisors as seen by the people they supervise. It measures people’s general satisfaction with their immediate supervisors, and specifically examines their perceptions of the supervisor’s willingness to share information and involve others in decision making, as well as the supervisor’s ability to coach, provide feedback, and mediate conflicts. It also measures perception of the supervisor’s trustworthiness, confidence, and self-awareness.
  • Diversity and Anger Management (DA) – This scale measures the degree to which the organization is open to employee diversity and is free from employee anger and frustration. It contains three sub-scales: Diversity Climate, Gender/Racial Acceptance, and Anger Management.
    • Diversity Climate – This sub-scale measures the degree to which people within the organization are treated fairly, regardless of age, race, gender, culture, physical limitation, or disability.
    • Gender/Racial Acceptance – This sub-scale measures the degree to which people are not harassed or discriminated against due to race or gender.
    • Anger Management – This sub-scale measures the degree to which the organization has been low in internal conflicts over the previous 6 months. It deals with verbal and physical aggression as well as attempts at getting even with others or with the organization.
  • Organizational Responsiveness (OR) – This scale measures the degree to which the organization meets the needs of its people by offering training, encouraging innovation, having an optimistic attitude, promoting honesty and integrity, dealing with difficult issues, solving problems, taking appropriate risks, and providing support in order to meet needs and gain trust.  It contains four sub-scales: Training and innovation, Optimism and Integrity, Courage and Adaptability, and Top Management Leadership.
    • Training and Innovation – This sub-scale measures the degree to which employees feel that training and innovation are valued by the organization.  It includes the individualization of training as well as the availability of a career path program within the organization.
    • Optimism and Integrity – This sub-scale measures the degree to which employees view the organization as optimistic and honest in terms of what it stands for. It includes perceptions of whether the organization’s actions reflect the organization’s mission, the degree to which the organization listens to its customers or clients, and whether the organization is socially and environmentally conscious.
    • Courage and Adaptability – This sub-scale measures the degree to which employees feel the organization handles challenges head on.  It includes the ability to confront difficult issues, solve problems systematically,make decisions efficiently, act on its decisions, and address mistakes when they occur. It also includes taking appropriate risks and organizational flexibility.
    • Top Management Leadership – This sub-scale measures the degree to which people see top management as supportive of their ideas and initiatives, committed to earning the trust and confidence of its employees, and devoted to leading with a clear vision that is communicated to the employees.
  • Positive Impression (PI) – This scale measures the degree to which people present an over all positive view of the organization.
  • Negative Impression (NI) – This scale measures the degree to which people present an overly negative view of the organization.

The Organizational Report provides a comprehensive profile of the organization as a whole and is suited to senior management and key decision makers.  It presents amalgamated results from all respondents for the 9 scales and 14 subscales of the BOEI.  Areas of strength and weakness are identified and development strategies are provided for areas of relative weakness. The Organizational Report is essential to understanding the BOEI results and is the base report to which flexible Group Reports can be added.  

The following are sample graphic pages from the report to demonstrate how concise and easy it is to read key information.

BOEI_Organization_Report_Scale & Subscales GraphicBOEI_Organization_Report_Org Cohesiveness BOEI_Organization_Report_Org Responsiveness

Group Reports allow the administrator to customize feedback to the organization based on its unique structure and make-up.  Group reports provide top management with pertinent information about groups within the organization to aid in key decisions and planning.  Compare administrator-defined groups (e.g., departments, teams, or occupational levels) and compare groups to the overall organization (up to five groups per report, four if the organization is used as a reference group).  Groups must be defined prior to administering the BOEI.  Multiple Group Reports may be required to assess complex organizational structures.

The following sample graphic pages are based on a traditional departmental organizational structure.  The report can be tailored to your organization.  A maximum of 5 teams can be compared in a single group report.  Multiple group reports may be necessary if your organization needs to evaluate more than five teams.

BOEI_Sample_Group_Report_Page_02BOEI_Group_Report_Org CohesivenessBOEI_Group_Report_Org Responsiveness

This report provides personalized feedback to each respondent, comparing the responses of the individual to the scores of the overall organization (and, optionally, to his or her group).  Individual Reports act as a springboard for discussion and professional development, paving the way for understanding and change. This report is confidential and is collected by the respondent via an anonymous Certificate Number.  One Individual Report per respondent is required to score an Organizational Report.

The following sample pages are provided to demonstrate the ease in which the key information can be read and interpreted by the reader.

BOEI_Individual Report_Total BOEIBOEI_Individual Report_Scale & Subscales