Organizational Diagnosis

The place to start, when you want an answer before a full engagement. An Organizational Diagnosis is a first scan of the company: what your people say beside where their Skill and Will sit, and where the two disagree, which is almost always where the problem is. It shows where you lose money and people. The in-depth scan — real culture, current talent and Top Talent measured against your strategy and objectives — is HR Strategy Advisory, and the diagnosis is the first part of it.

The report opens with the answer, in one sentence you can repeat to your board. Then come the figures that matter, each with the reason it matters, then what to do, ranked by value, with an owner and the cost of waiting for each recommendation. Response rates and coverage are stated upfront, so you know how far to trust the diagnosis before you act on it.

It is built to tell you what your last survey could not. Most companies that ask their people how things are get the answer their managers would have predicted, and an answer that only confirms what the management team already believed is worth nothing, though it is paid for anyway. An Organizational Diagnosis checks what people say against their Skill and Will, and shows where the two part ways.

No. A finding says what the data shows, never what caused it: a conclusion about cause needs a controlled before-and-after comparison, and a live company has none. How many people answered and how much of the organization was covered is stated on the way in, and a conclusion drawn from thin coverage is labeled as one. The report is shorter as a result, and you can act on all of it.

Yes. Organizational Diagnosis is the first step the Organization & Talent practice recommends. It gives you, on its own, where the organization is losing money and people and the first gaps to close; when you want the whole picture, it becomes the first part of HR Strategy Advisory.