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Organization Diagnostics

EmPACT is an organization diagnostic framework that helps understand the ‘nature’ of the psychological pact that exists between the employee and the organization. There are six different types of pacts that can be the basis on which employees engage with the organization. The ‘purpose’ is to help organizations transform and align the internal forces in line with their business context.

While each of these pacts have a domain and universe of their own, employees engage with elements of all the six pacts. One or more of the six pacts will however be dominant that characterizes the relationship. The dominant pact explains employees’ psychological position.

Three constituents within any organization determine the configuration of the pacts. They are :

• Employees: perceptions on relevant issues and the deeper profile;
• Organization identity: culture, norms, systems; and
• Leadership styles, beliefs, intent.

The framework, while adheres to the rigor in studying the above three constituents in-depth, goes beyond, into understanding their inter-relationships. Further, the study of the three constituents and their inter-relationships are examined for, what is ‘healthy’ for the organization and what is ‘unhealthy’.

A typical study gets completed over two months with extensive use of qualitative diagnostics methods and IT-enabled quantitative tools. The learning is discussed and debated in a workshop setting with the senior leadership. The workshop provides a platform to connect with the differing natures of pacts that exists in the organization, in the light of their business context or environmental demands. The workshop culminates with a ‘transformation’ agenda (amongst the employees and the leadership) and a review plan that aims to transform and strengthen the relevant pact in line with the business context.

EmPACT is most relevant to such organizations, where the leadership believes in organization transformation that is grounded in a holistic perspective to understand current reality.

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