MethodologyOrganizational diagnostics built on research
Every survey uses one framework, so operational effectiveness and employee experience come together in one clear picture. We bring leadership blind spots to the surface and put real data behind your decisions.
Legal compliance
Meets the requirements of the mandatory psychosocial risk assessment
Hungarian occupational safety law requires every employer to assess psychosocial risks: work organization, working hours, conflicts and job insecurity. The assessment is due at least every five years, and again after any significant change. VibeMap employee engagement survey measures these factors, a work and organizational psychologist builds and analyzes it, and the result is a documented analysis and action plan you can attach as the psychosocial part of your risk assessment.
The framework
Infinik's surveys are built on one organizational diagnostic framework. It looks at an organization along two dimensions: how people experience their work, and how well the organization itself runs.
Every survey measures the same areas and sub-areas, so results can be compared and you can see how each area changes over time. This brings out strengths, operational friction and leadership blind spots.
Stable areas and a fixed core of questions mean results are more than a snapshot: you can compare them over time and across surveys.
Employee experience areas
How do people experience their work, their leaders and the organization?
Job and autonomy
How clear people are about their own work and responsibilities, how useful they find it, and whether they can do it on their own.
5 sub-areas
- Clarity of roles, tasks and expectations
- Autonomy and decision latitude
- Meaningful, useful work
- Workload and available resources
- Person-job fit (personality, interests, skills)
Leadership and company culture
The quality of leadership behavior, trust, and the support people get from the organization.
5 sub-areas
- Speaking up and being heard on improvement ideas
- Direct manager support
- Care and flexibility from the organization
- Leadership credibility and consistency
- Leader feedback and employee development
Recognition and fairness
Whether people find recognition and organizational decisions adequate, consistent and fair.
5 sub-areas
- Fair pay and benefits
- Non-financial recognition
- Fair decisions and procedures
- Equal treatment and fairness
- Fair performance reviews and promotion
Relationships and community
The quality of relationships between colleagues, trust, and the sense of belonging.
5 sub-areas
- Trust and support within the team
- Collaboration
- Conflict handling
- Onboarding and inclusion
- Community and belonging
Wellbeing and sustainable performance
Whether the way people work is sustainable in the long run, how high the risk of burnout is, and whether people have the mental and physical resources they need to perform.
4 sub-areas
- Work stress
- Work-life balance
- Energy and recovery
- Physical and digital work environment
Future, growth and change
Whether people see room to grow, understand the changes around them, and can picture their future in the organization.
5 sub-areas
- Learning and development opportunities
- Career path
- Person-organization fit (personality, values, goals)
- Confidence in the organization's future
- Understanding and accepting change
Operational effectiveness areas
How clear, efficient, adaptable and scalable is the way the organization works?
Strategy and priorities
How clear the strategic direction is and how it shows up in day-to-day work.
4 sub-areas
- Communicating strategic direction and priorities
- Cascading goals to team and role level
- Alignment of OKRs, KPIs and daily tasks
- Strategic allocation of resources and capacity
Processes and execution
How mature and predictable the operating processes are.
5 sub-areas
- Process transparency and standardization
- Administration and coordination
- Predictable capacity and focus time
- Predictable execution
- Automation and tool support
Decisions and accountability
How decision-making, delegation and accountability work across the organization.
5 sub-areas
- Decision speed and bureaucracy
- Decision rights and delegation
- Roles and process owners
- Ownership mindset
- Performance measurement and consistent follow-up
Information and collaboration
The quality of information flow, organizational knowledge and collaboration between departments.
4 sub-areas
- Communication channels
- Knowledge sharing and documentation
- Senior leadership communication
- Cross-department collaboration and silos
Adaptability and innovation
How quickly the organization can respond, learn and put new solutions in place.
6 sub-areas
- Ability to implement change
- Experimentation and controlled testing
- Learning from mistakes and results
- Time to market and delivery speed
- Continuous improvement of the organization
- Digital maturity
People and scalability
Whether the people, skills, capacity and cover needed for growth are in place.
4 sub-areas
- Talent density and availability of key skills
- Capacity and headcount planning
- Key-person dependency and cover
- Internal pipeline and succession planning
Customer and market orientation
How well the organization picks up changes in its customers, market and competitors, and builds them into how it works.
5 sub-areas
- Understanding customer needs and feedback
- Customer feedback in decisions
- Following market trendsoptional
- Watching competitors and alternativesoptional
- Responsiveness and customer value creationoptional
How our products use it
VibeMap
- Goal
- Understand how employees experience their work
- What it measures
- The 6 employee experience areas
- Result
- Satisfaction, engagement, retention risks and what drives them
OrgMap
- Goal
- A full picture of operational effectiveness, and its leadership blind spots
- What it measures
- The 7 operational effectiveness areas
- Result
- Maturity profile and operational friction
Infinik Core
- Goal
- A deep dive into one chosen problem area
- What it measures
- One area of the 13, chosen by you
- Result
- Root causes, intervention points and a concrete action plan
What we build on
- Job Demands-Resources model
- Psychological safety (Edmondson)
- Gallup Q12 meta-analysis
- McKinsey Organizational Health Index
We built the framework on international organizational psychology research, meta-analyses and organizational models.
- Work design and resource models: autonomy, role clarity, workload and the resources available.
- Organizational psychology research: psychological safety, organizational support, fairness, wellbeing and engagement.
- Organizational models: strategic direction, accountability, coordination, capabilities, innovation and external orientation.
- Maturity models: we don't just ask whether something works, but how consistently and at what level the organization does it.
References
- Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328Demands, resources and burnout: Job and autonomy; Wellbeing and sustainable performance
- Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279Work design: Job and autonomy
- Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ). Journal of Applied Psychology, 91(6), 1321-1339Work design: Job and autonomy
- Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383Speaking up and learning: Leadership and company culture
- Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507Organizational support: Leadership and company culture
- Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386-400Fairness: Recognition and fairness
- Spreitzer, G., Sutcliffe, K., Dutton, J., Sonenshein, S., & Grant, A. M. (2005). A socially embedded model of thriving at work. Organization Science, 16(5), 537-549Energy and growth: Wellbeing and sustainable performance; Future, growth and change
- Harter, J. K., et al. (2020). The relationship between engagement at work and organizational outcomes: 2020 Q12 meta-analysis (10th ed.). GallupEngagement and business outcomes
- McKinsey & Company. Healthy organizations keep winning, but the rules are changing fast. Organizational Health IndexArea coverage: Operational effectiveness
- Paulk, M. C., Curtis, B., Chrissis, M. B., & Weber, C. V. (1993). Capability Maturity Model, Version 1.1. IEEE Software, 10(4), 18-27Maturity levels: Operational effectiveness
Regular review
We regularly review the areas, sub-areas and questions against current research and industry standards, so the framework keeps meeting the highest standard
Questions about the methodology? Let's talk it through on a free call.
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