The Question: “What factors have the most strategic impact on morale and job satisfaction in a rapidly changing organizational environment?”

The Client

International Professional Medical Association (80,000 members).

The Challenge

Throughout changes in organizational leadership, complexity, and external economic and political pressures, this member-focused association has maintained a commitment to the quality of the employee work environment. The challenge has been keeping the lines of communication open for identifying areas of opportunity and taking effective action.

Tercon’s Role

Tercon has worked closely with this organization for over 15 years, providing organizational assessment and consulting, executive coaching and staff training:

• Work Environment Survey. In 2003 we conducted the sixth customized Work Environment Survey (conducted every three years, since 1988). This on-line survey assesses organizational and inter-departmental communication, supervisory practices, and other key culture indicators. Follow-up interviews probe deeper.Findings are reported at the organizational and departmental levels, and broken out for tenure, exempt, non-exempt. The reports highlight strengths, concerns and recommendations. Current responses are compared to past data.
• Department Meetings and Team Building. Follow-up meetings are held to discuss the Work Environment Survey Results and to begin addressing issues at the department level. For example, a facilitated conflict resolution session may clear long-standing tension, or the development of department ground rules may set the foundation for improved interactions.
• Conflict Management Training. Tercon has conducted conflict management training with all employees.
• Executive Coaching. Tercon has maintained long-term, coaching relationships with Association leaders to support their personal effectiveness as change leaders.
• Supervisory Training. Topical supervisory training is offered, as identified.

Results

• Overall job satisfaction has maintained high levels, which is considered a positive result, given structural and environmental changes. (Average job satisfaction rating on a 7-point scale: 1996 = 5.48; 2003 = 5.59)
• Satisfaction with supervision has increased following supervisory training. For example, ratings to the item “my supervisor trusts me” increased from 5.68 in 1996 to 6.07 in 2003.
• All employees are trained in conflict management and a conflict management system has been integrated into the organization’s culture. All new hires are trained in its use.
• New or continued areas of concern have been identified and addressed at the organizational and department levels.
• Communication between departments has improved in some areas, with additional needs for improvement targeted and interventions initiated.