OAD measures work temperaments and behaviors both individually and collectively. In addition to discovering individual work styles, motivating needs, and aptitudes the Survey maps the overall personality—the corporate culture and subcultures of an organization. This information provides executives with a diagram of present realities and a road map to identify needed proficiencies, manage change, dismantle bottlenecks, and create clear and executable actions.
Our seminars and programs determine how temperaments and behaviors affect organization structure—power relationships, team relationships, task execution, and reward systems. In the largest scenario OAD helps to identify cultures and temperaments that can execute the organization’s tactical and strategic plans.
Marginal performance, turnover, and the costs of hiring and training are estimated by the U.S. Department of Labor to be between 40 and 70% of the individual’s gross pay and benefits. Consider that a poor sales representative not only can’t close, but also “poisons” a territory for a successor. A poor executive not only creates turnover (often the best people leave first), but also creates confusion and disharmony, and can bottleneck or derail a business/strategic plan that cost years and millions to develop.
SHRM, The Society for Human Resource Management, estimates that the average cost of turnover for most organizations is at least 1 ½ times salary and benefits.