OA 3. Organizational Effectiveness Inventory

Making use of an extensive review of research done on effective organizations, fourteen characteristics have been identified that are key to successful performance. This inventory measures the extent to which each of these characteristics is present in the respondent’s organization.
The first section of this inventory is quite distinctive. Respondents are to indicate how important each of these characteristics is for their own organization. In the second section of this inventory respondents are to indicate the extent to which each of these characteristics is found in their organization as it currently operates.
In this way, the assessment being done is unique to this organization—for the criteria of effectiveness (gap between current and desired state) is defined specifically for the respondent’s organization.
This inventory can be filled out by a single leader of the organization—often in conjunction with coaching or consulting engagement. It can also be completed by all leaders of the organization or by all members of the organization.
It is available in both printed form (for use with one or a small number of respondents) or in digital form to be distributed (via Survey Monkey) to all or a large sample of employees. Multiple analyses are available, including a measure of the gap between current and desired state for each of the fourteen characteristics.

OA 4. Performance Review Inventory

This inventory focuses on the strengths and areas for development of specific members of an organization. The areas being assessed are those identified through an extensive review of research on effective job performance. The inventory is divided into three sections.
• The first section concerns the competencies that the person being assessed exhibits as a leader.
• The second section concerns the way in which he/she relates to other members of the organization.
• The third section contains several general and specific questions that require a brief written response.
As in the case of many CPOA inventories, this performance assessment tool is distinctive in that it yields assessments at several levels.
• The person being assessed fills out a self-assessment version of the inventory for themselves.
A second version of the inventory (assessment-by-others) is given out to other people. The breadth of the sample size can be small or large:
• the supervisor of the person being assessed (90-degree assessment),
• those with whom the assessed person works closely (180 degree),
• members of the organization who are impacted by and meet at least occasionally with the person being assessed (270 degree), and/or
• those receiving services from the person being assessed who come from outside the organization (360 degree).
This inventory becomes distinctive and particularly valuable with the introduction of a third version of the inventory. This version is completed by the person being assessed. They predict how the other people are going to rate them in each of the areas being assessed.
We know from research findings that those who are rated poorly on a performance inventory are also likely to inaccurately predict (too high or too low) the ratings of other people.
The conversation between a client and their consultant or coach following a comparison of self-assessment, assessments by other people, and predictions of assessments by other people can often be remarkably productive. The client is not only able to compare their ratings with those of people with whom they work, but also can test out their own assumptions regarding how other people perceive them and their work. This is a rare opportunity for a client to gain greater appreciation for their own performance in an organization.