The Vector Model was developed as one of a suite of three management Models designed and developed by Philip Forrest as practical tools to support performance improvement in three key areas of major national and international organisational performance improvement, The Culture, The Customers and The Staff.
The three Models are:
The Culture Management Model,
The 5P’s Model and
The Staff Model.
The Staff Model - VECTOR
Customer Experience Management has been a key management priority for the last 30 years. One of the pillars of wisdom that has ensued from the vast body of work that has been focused around customer experience management is that the satisfaction, loyalty and happiness of staff has the potential to be a powerful influence in the achievement of upper quartile standards of service quality delivery and indeed in almost every other dimension of organisational performance improvement (Harvard Business School Model Schlesinger and Heskett 1991)
Further research identified the key elements that contribute to employee satisfaction and ergo happiness as the VECTOR 6 elements.
Values and Leadership
The degree to which employees identify with and share the aims and practices of the organisation
Environment and Climate
The physical and emotional conditions in which the employee operates
The degree to which the employee feels they have influence over their personal development
Teamwork and Supervision
How the employee feels about the way they managed and how effectively they are able to work with colleagues
The way the employee feels about the competence of the organisation in fulfilling its customer propositions
Reward and Recognition
How the employee feels about the compensation and recognition they receive
The Vector 6 Model
Within each of these elements a number of factors are identified as the drivers of the individual’s satisfaction with the organisation in which they are employed. By using these factors as the basis of research it is possible to measure the level of satisfaction with not only each factor but also each element and consequently their satisfaction or state of happiness with the organisation.
By using a response mechanism that asks both for the employee’s level of Agreement to the factor statement and also the level of Importance they attach to that factor it is possible to explore both the level of agreement and more vitally whether the organisation is meeting its employees’ expectations in the factors that are important to them and to what degree.
This data is obviously very useful as a basis of review with the individual. Also, when the data is aggregated it is then possible to slice the results both horizontally and vertically to understand the situation by level of employee and/or department or division respectively. Thus, any local or companywide issues can be identified and an intervention to resolve the situation can be initiated. Ongoing measurement at regular intervals can then provide both a benchmark and a progress monitor.
Greater granularity from the results can also be achieved by demographic data analysis to add further management insights.
The Vector model in total contains 78 questions, and therefore an extremely detailed number of questions which for many organisations and many employees is a powerful strategic development tool but perhaps too detailed for a quick analysis of the employee happiness temperature.
A Vector is defined as a quantity having both direction and magnitude. These graphs clearly indicate the imperative of understanding both of these dimensions. If an employee agrees with every statement that does not necessarily mean that they are happy in their role. The power of the measurement comes from being able to see that not only does the employee agree with the factor but that factor is also highly important to them.
Written by Jen Marie, Jan 05, 2018
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