TBE Organizational Assessor Dynamic Report Card - SAMPLE REPORT

August 8, 2006

Organizational Assessment Report Card

Profile Number: 2295

This is a sample report for a fictitious organization. This sample is for you to see how the report is packaged and what types of information you will be able to retrieve from the report. The actual performance numbers and the ratings you see below are all simulated for the fictitious company.

Thank you for participating in the TBE's electronic Organizational Assessment program. This report is designed to help you assess your organization's performance and to help you identify areas for which you may want to focus your process improvement efforts. The following report is based on the ratings you supplied when you completed the online Organizational assessment.

All Sections Summarization

You selected an Industry type of ELECTRONIC when you completed the assessment on June 08, 2006.

Your Organization's total score of 502 is actually BELOW the Industry Standard score of 514.

Total Possible Points (Score)
Industry Standard Total Points
compiled from 30 Profiles

Your Organization's Total Points

The above chart shows your overall score. Your score was derived from compiling all your section and sub-section scores.

SectionHow Your Organization Scored
1 - Leadershipbelow the Industry Standard
2 - Strategic Planningbelow the Industry Standard
3 - Customer and Market Focusat or exceeds the Industry Standard
4 - Measurement, Analysis, and Knowledge Managementbelow the Industry Standard
5 - Human Resource Focusat or exceeds the Industry Standard
6 - Process Managementbelow the Industry Standard
7 - Business Resultsbelow the Industry Standard

To see more detail on how your organization has scored in individual sections and sub-sections, please continue reading through this report card. If you find a section that you scored below your industry (also referred to as the Industry Standard), take a look at the sub-sections that make up the overall section score. You should be able to determine what sub-section(s) should be considered for improvement. But don't stop there!

Also examine this report to see where you are close to the industry standard. Being at industry standard is a nice place to be FROM, in other words, start an improvement project. Start Benchmarking! Get those numbers up so you can become better than your competition!

The following portion of this report contains each section and sub-section ratings that make up the overall score above. Each section below will have the detailed explanation of the section/sub-section and the corresponding chart for each section/sub-section. Pay particular attention to the category "Your Score" and "Your Organization's Score". If this entry is in RED then you have scored below your peers in your industry and some improvement is needed. If your score bar is GREEN then you're doing good and improvement action may not be necessary.


The Leadership Category examines HOW your organization's SENIOR LEADERS address VALUES, directions, and PERFORMANCE expectations, as well as a focus on CUSTOMERS and other STAKEHOLDERS, EMPOWERMENT, INNOVATION, and learning. Also examined are your organization's GOVERNANCE and HOW your organization addresses its public and community responsibilities.

This chart represents the overall section score in points.

Section 1
Possible PointsELECTRONIC
Industry Standard
Your Organization

The following charts represent the sub-sections that make up the overall section score above. These sub-sections are displayed in percentages.

1.1 Organizational Leadership (70 pts.) Approach-Deployment

Describe HOW SENIOR LEADERS guide your organization. Describe your organization's GOVERNANCE system.

Describe HOW SENIOR LEADERS review organizational PERFORMANCE.

Within your response, include answers to the following questions:

a. Senior Leadership Direction
( 1) HOW do SENIOR LEADERS set and deploy organizational VALUES, short- and longer-term directions, and PERFORMANCE expectations? HOW do SENIOR LEADERS include a focus on creating and balancing VALUE for CUSTOMERS and other STAKEHOLDERS in their PERFORMANCE expectations? HOW do SENIOR LEADERS communicate organizational VALUES, directions, and expectations through your LEADERSHIP SYSTEM, to all employees, and to KEY suppliers and partners? HOW do SENIOR LEADERS ensure two-way communication on these topics?

( 2) HOW do SENIOR LEADERS create an environment for EMPOWERMENT, INNOVATION, and organizational agility? HOW do they create an environment for organizational and employee learning? HOW do they create an environment that fosters and requires legal and ethical behavior?

b. Organizational GOVERNANCE
HOW does your organization address the following KEY factors in your GOVERNANCE system?
  • management accountability for the organization's actions
  • fiscal accountability
  • independence in internal and external audits
  • protection of stockholder and STAKEHOLDER interests, as appropriate

c. Organizational PERFORMANCE Review
( 1) HOW do SENIOR LEADERS review organizational PERFORMANCE and capabilities? HOW do they use these reviews to assess organizational success, competitive PERFORMANCE, and progress relative to short- and longer-term GOALS? HOW do they use these reviews to assess your organizational ability to address changing organizational needs?

( 2) What are the KEY PERFORMANCE MEASURES regularly reviewed by your SENIOR LEADERS? What are your KEY recent PERFORMANCE review findings?

( 3) HOW do SENIOR LEADERS translate organizational PERFORMANCE review findings into priorities for continuous and breakthrough improvement of KEY business RESULTS and into opportunities for INNOVATION? HOW are these priorities and opportunities deployed throughout your organization? When appropriate, HOW are they deployed to your suppliers and partners to ensure organizational ALIGNMENT?

( 4) HOW do you evaluate the PERFORMANCE of your SENIOR LEADERS, including the chief executive? HOW do you evaluate the PERFORMANCE of members of the board of directors, as appropriate? HOW do SENIOR LEADERS use organizational PERFORMANCE review findings to improve both their own leadership effectiveness and that of your board and LEADERSHIP SYSTEM, as appropriate?


N1. Organizational directions (1.1a[1]) relate to creating the vision for the organization and to setting the context for strategic objectives and action plans described in Items 2.1 and 2.2.

N2. Senior leaders' organizational performance reviews (1.1c) should be informed by organizational performance analyses described in 4.1b and guided by strategic objectives and action plans described in Items 2.1 and 2.2. Senior leaders' organizational performance reviews also might be informed by internal or external assessments.

N3. Leadership performance evaluation (1.1c[4]) might be supported by peer reviews, formal performance management reviews (5.1b), and formal and/or informal employee and other stakeholder feedback and surveys.

N4. Your organizational performance results should be reported in Items 7.1–7.6.

Sub Section 1.1
Organizational Leadership
Possible Score
ELECTRONIC Industry Score
Your Organization's Score

1.2 Social Responsibility (50 pts.) Approach-Deployment

Describe HOW your organization addresses its responsibilities to the public, ensures ethical behavior, and practices good citizenship.

Within your response, include answers to the following questions:

a. Responsibilities to the Public
( 1) HOW do you address the impacts on society of your products, services, and operations? What are your KEY compliance PROCESSES, MEASURES, and GOALS for achieving and surpassing regulatory and legal requirements, as appropriate? What are your KEY PROCESSES, MEASURES, and GOALS for addressing risks associated with your products, services, and operations?

( 2) HOW do you anticipate public concerns with current and future products, services, and operations? HOW do you prepare for these concerns in a proactive manner?

b. Ethical Behavior
HOW do you ensure ethical behavior in all STAKEHOLDER transactions and interactions? What are your KEY PROCESSES and MEASURES or INDICATORS for monitoring ethical behavior throughout your organization, with KEY partners, and in your GOVERNANCE structure?

c. Support of KEY Communities
HOW does your organization actively support and strengthen your KEY communities? HOW do you identify KEY communities and determine areas of emphasis for organizational involvement and support? What are your KEY communities? HOW do your SENIOR LEADERS and your employees contribute to improving these communities?


N1. Societal responsibilities in areas critical to your business also should be addressed in Strategy Development (Item 2.1) and in Process Management (Category 6). Key results, such as results of regulatory and legal compliance or environmental improvements through use of “green” technology or other means, should be reported as Governance and Social Responsibility Results (in Item 7.6).

N2. Measures or indicators of ethical behavior (1.2b) might include the percentage of independent board members, measures of relationships with stockholder and nonstockholder constituencies, and results of ethics reviews and audits.

N3. Areas of community support appropriate for inclusion in 1.2c might include your efforts to strengthen local community services, education, and health; the environment; and practices of trade, business, or professional associations.

N4. The health and safety of employees are not addressed in Item 1.2; you should address these employee factors in Item 5.3.

Sub Section 1.2
Social Responsibility
Possible Score
ELECTRONIC Industry Score
Your Organization's Score

The remaining 16 Sections and Sub-Sections of the Assessment are not included in this sample. The sample above is designed to provide you with the concept of how your information is compiled and reported back to you. When you take the Organizational Assessment you will be shown all sections and sub-sections.

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