Improving Organisational Health Index ( OHI ) 

 Challenge 

 The Organizational Health Index solution measures and tracks the key nine organizational elements   that drive performance , including - direction , leadership , innovation , motivation , accountability ,   external orientation , capability , environment and values , coordination and control [ 1 ] . 

 Couple of years back , our organisation conducted a general survey to determine the OHI in order to   gain insights in each of the above mentioned elements , benchmark against peers and improve the   overall organisational performance , as required . The survey provided an output which identified two   major areas of concern by the employees , i.e. direction and leadership . I am a member of a special   work group which has been set up in order to review the outcomes of this survey . The team is a cross   section of employees from across all departments / groups and is tasked to act as a Change Agents ,   suggest and put in place actions to resolve some of the issues that caused the less than expected OHI   score for the two highlighted areas . 

 Selection 

 The team members deliberated about various ways to actively seek the truth / true feelings from the   various groups of employees , and carried out various design thinking activities . It was decided to try   the learning launch tool in the form of a more localised survey for every individual department at a   given location to ask more direct and relevant questions , specifically providing opportunity to the   employees to be more elaborative in their responses . 

 Application 

 In order to capture and create an updated / detailed list of employee ’s concerns , they were invited to   write down any concerns / issue they had with respect to direction and leadership . They were offered   suggestion boxes to provide their input ( anonymously ) , which were conveniently placed in communal   areas of their respective departments / groups .   During communication of the survey process , it was   also highlighted that the survey was not only for understanding the concerns of employees but it was   also an attempt to gather some solutions if they wish to offer for resolving corresponding concerns or   issue , thus getting them engaged in the whole process . 

 For example , their input ( issues / resolutions ) was requested around ( but not limited to ) following   questions , 

 1 . General issues affecting them in the areas of leadership and direction , including trivial or 

 major concerns . 

 2 . Elaborate what were their expectations from their line management – whether the line 

 management was instrumental in providing the high quality and fulsome service to the   employees or not ? 

 3 . Did employees think that the line management was empowered enough to support them ? If 

 not what they thought needed to be done in this regard ? 

 The suggestion boxes were collected after two weeks to start the review process . The output was   registered for further deliberation . 

 Insight 

 Through the implementation of learning launch tool , our team was able to test the anonymous survey   approach to engage the various groups of employees at a local level . Based on the survey output it 

 was identified that there were some local issues that could not be captured effectively in the previous   large scale OHI exercise . These could easily be resolved with an effective intervention as ‘ quick fixes ’ .   Remaining points were segregated and conveyed to relevant members of management team ( MT )   and pursued further . The inherent flexible nature of this survey in terms of opportunity to write down   true concerns / resolutions proved extremely valuable for majority of employees against simply   participating in a multiple choice questionnaire ( which was the case with previous OHI exercise ) . The   overall number of responses / participants was increased , owing to the more localised nature of the   survey .   This provided more intimate picture of employee concerns to the MT for them to act and   address them . There were also several resolutions collected after the survey , which helped   significantly to our team ( of change agents ) during the process of implementation to bring about the   necessary change / s. 

 Approach 

 The learning launch tool proved to be very valuable to our team ’s effort to gather insights into   employees true concerns and generate the roadmap to address them at various levels ( local – quick   fixes ’ and wider scale initiatives with long term plans ) . We are continuing to engage with different   employee or their groups to keep them updated on the progress of the implementation process of   the survey output , giving them confidence about our result oriented campaign . We are positive that   using design thinking approach would be beneficial towards improving the two major areas of   concern , which will not only improve the OHI index of our organisation but consequently also the   overall performance . 

 References 

 [ 1 ] https://www.mckinsey.com/industries/public-sector/our-insights/organizational-health-index 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Improving Organisational Health Index ( OHI ) 

 Challenge 

 The Organizational Health Index solution measures and tracks the key nine organizational elements   that drive performance , including - direction , leadership , innovation , motivation , accountability ,   external orientation , capability , environment and values , coordination and control [ 1 ] . 

 Couple of years back , our organisation conducted a general survey to determine the OHI in order to   gain insights in each of the above mentioned elements , benchmark against peers and improve the   overall organisational performance , as required . The survey provided an output which identified two   major areas of concern by the employees , i.e. direction and leadership . I am a member of a special   work group which has been set up in order to review the outcomes of this survey . The team is a cross   section of employees from across all departments / groups and is tasked to act as a Change Agents ,   suggest and put in place actions to resolve some of the issues that caused the less than expected OHI   score for the two highlighted areas . 

 Selection 

 The team members deliberated about various ways to actively seek the truth / true feelings from the   various groups of employees , and carried out various design thinking activities . It was decided to try   the learning launch tool in the form of a more localised survey for every individual department at a   given location to ask more direct and relevant questions , specifically providing opportunity to the   employees to be more elaborative in their responses . 

 Application 

 In order to capture and create an updated / detailed list of employee ’s concerns , they were invited to   write down any concerns / issue they had with respect to direction and leadership . They were offered   suggestion boxes to provide their input ( anonymously ) , which were conveniently placed in communal   areas of their respective departments / groups .   During communication of the survey process , it was   also highlighted that the survey was not only for understanding the concerns of employees but it was   also an attempt to gather some solutions if they wish to offer for resolving corresponding concerns or   issue , thus getting them engaged in the whole process . 

 For example , their input ( issues / resolutions ) was requested around ( but not limited to ) following   questions , 

 1 . General issues affecting them in the areas of leadership and direction , including trivial or 

 major concerns . 

 2 . Elaborate what were their expectations from their line management – whether the line 

 management was instrumental in providing the high quality and fulsome service to the   employees or not ? 

 3 . Did employees think that the line management was empowered enough to support them ? If 

 not what they thought needed to be done in this regard ? 

 The suggestion boxes were collected after two weeks to start the review process . The output was   registered for further deliberation . 

 Insight 

 Through the implementation of learning launch tool , our team was able to test the anonymous survey   approach to engage the various groups of employees at a local level . Based on the survey output it 

 was identified that there were some local issues that could not be captured effectively in the previous   large scale OHI exercise . These could easily be resolved with an effective intervention as ‘ quick fixes ’ .   Remaining points were segregated and conveyed to relevant members of management team ( MT )   and pursued further . The inherent flexible nature of this survey in terms of opportunity to write down   true concerns / resolutions proved extremely valuable for majority of employees against simply   participating in a multiple choice questionnaire ( which was the case with previous OHI exercise ) . The   overall number of responses / participants was increased , owing to the more localised nature of the   survey .   This provided more intimate picture of employee concerns to the MT for them to act and   address them . There were also several resolutions collected after the survey , which helped   significantly to our team ( of change agents ) during the process of implementation to bring about the   necessary change / s. 

 Approach 

 The learning launch tool proved to be very valuable to our team ’s effort to gather insights into   employees true concerns and generate the roadmap to address them at various levels ( local – quick   fixes ’ and wider scale initiatives with long term plans ) . We are continuing to engage with different   employee or their groups to keep them updated on the progress of the implementation process of   the survey output , giving them confidence about our result oriented campaign . We are positive that   using design thinking approach would be beneficial towards improving the two major areas of   concern , which will not only improve the OHI index of our organisation but consequently also the   overall performance . 

 References 

 [ 1 ] https://www.mckinsey.com/industries/public-sector/our-insights/organizational-health-index
### Output: 