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Measuring
Empowerment
Within
Organizations:
A New Model
and Assessment
December 2022
Maureen Gillespie, PhD
Measurement & Analytics Lead
@cultivate
Maureen Gillespie: Measuring Empowerment Within Organizations
Empowerment &
The Future of Work
Diversity in the
workplace isn’t
enough:
Businesses
need to work
toward inclusion
November 27, 2022
The Great
Resignation
is far
from over
September 25, 2022
Six Tips To
Keep Gen-Z
From ‘Quiet-
Quitting’
November 20, 2022
People Demand Fulfilling Work, but
Not All Employers Are Able to Provide It
‘Career cushioning’ is the newest
workplace term everyone’s about to
hate, thanks to an impending recession
November 29, 2022
2022
We believe that
the companies
that will thrive
are the ones that
empower their
employees.
Sergio & Rylova, 2018
“Employee empowerment and engagement
are significant links to retention.
empowerment and engagement contribute to a
more open, innovative environment, faster
decision-making,
loyalty and organizational commitment.”
Moreover, both
and more importantly, create
Empowerment Model
Kris Bell
Head of Research
@cultivate
S P A C E
Skill
The experience of
confidence & mastery
in one’s work
- Role/performance
clarity
- Access to prof. dev.
- Experimentation/
risk-taking
- Celebration of
pivots/acceptance
of failure
Feeling connected to the
mission & recognized for
one’s contributions
Purpose
- Mission & goal
transparency
- Recognition
The experience of
individual choice & agency
in decision-making
Autonomy
- Trusting management
- Individual choice-
making
- Decision-making
inclusiveness
- Challenges to the
status quo
Feeling genuine
connection, belonging, &
significance to others
Community
- Authentic interactions
- Cross-functional &
multi-level
collaboration
- Presence of internal
communities
- Community inclusion
Intrinsic motivation &
full participation in
the work
Engagement
- Org commitment
- Org knowledge
sharing
Empowerment
Assessment
Demographic-Specific
Measures of Empowerment
Allows for identification of
empowered/disempowered
pockets within the organization
Measures Employee
Experiences and
Perceptions
Aggregate employee ratings allow for
overview at the organization-level
Designed for
Large Departments or
Full Organizations
Target of 50+ respondents
Empowerment Ratio
Two-factors confirmed by EFA
• Empowering
• Disempowering
Benchmarking
Obtained from 400+ individuals
working in large organizations from
a variety of industries
38 Likert Rating Questions
Based on maturity indicators from
SPACE model
Assessment Details
0
20
40
60
80
100
120
140
160
180
200
0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5 6.0
Empowerment Ratio
Empowerment Ratio Benchmarking
80th percentile
Empowerment
Ratio of 2.0
0
1
3
<1 year 1-5 years 5-15 years 15+ years
Leaders Non-Leaders
Leadership & Time at Organization
Difference in
empowerment between
leaders and non-leaders
most pronounced for
long-time employees.
0
1
3
<1 year 1-5 years 5-15 years 15+ years
Leaders Non-Leaders
Leadership & Time at Organization
Difference in
empowerment between
leaders and non-leaders
most pronounced for
long-time employees.
Gender
Hybrid / Remote / In-person
Race / Ethnicity
Caregiver Status
Results & Recommendations Example
0% 25% 50% 75% 100%
Disempowering Neutral Empowering
• Bring together senior
leadership to evaluate
how they talk about their
work/functions.
• Shift the focus of discussion from
teams and sub-teams to deliverables
and objectives to minimize division
between functional areas.
• Consult employees for
examples of “turf wars” to
identify pain points.
• Initiate a cross-functional
job shadowing program or
multi-level mentoring &
reverse-mentoring program.
Recommendations to Foster Community
The level of respect received at my organization
is tied to job title and/or seniority.
People at my organization tend to form cliques
based on their job rank or job function.
It feels like members of my organization want to
maintain separate “turfs” or "territories" more
than they want to work together.
Before & After Culture
Change Initiatives
- Measure baseline
empowerment
- Measure empowerment
after culture change
initiative is implemented
Understanding
Barriers to Retention
- Identify policies/attitudes
where disempowerment
may lead to employee
disengagement
- Identify strengths and
weaknesses in employee
perceptions of working
environment
Organizations Striving
for Innovation
When to Use the Organizational
Empowerment Assessment
Jessica
Heidt
Script Supervisor
Maureen Gillespie: Measuring Empowerment Within Organizations
Maureen Gillespie: Measuring Empowerment Within Organizations
Maureen Gillespie: Measuring Empowerment Within Organizations

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Maureen Gillespie: Measuring Empowerment Within Organizations

  • 2. Maureen Gillespie, PhD Measurement & Analytics Lead @cultivate
  • 5. Diversity in the workplace isn’t enough: Businesses need to work toward inclusion November 27, 2022 The Great Resignation is far from over September 25, 2022 Six Tips To Keep Gen-Z From ‘Quiet- Quitting’ November 20, 2022 People Demand Fulfilling Work, but Not All Employers Are Able to Provide It ‘Career cushioning’ is the newest workplace term everyone’s about to hate, thanks to an impending recession November 29, 2022 2022
  • 6. We believe that the companies that will thrive are the ones that empower their employees.
  • 7. Sergio & Rylova, 2018 “Employee empowerment and engagement are significant links to retention. empowerment and engagement contribute to a more open, innovative environment, faster decision-making, loyalty and organizational commitment.” Moreover, both and more importantly, create
  • 9. Kris Bell Head of Research @cultivate
  • 10. S P A C E Skill The experience of confidence & mastery in one’s work - Role/performance clarity - Access to prof. dev. - Experimentation/ risk-taking - Celebration of pivots/acceptance of failure Feeling connected to the mission & recognized for one’s contributions Purpose - Mission & goal transparency - Recognition The experience of individual choice & agency in decision-making Autonomy - Trusting management - Individual choice- making - Decision-making inclusiveness - Challenges to the status quo Feeling genuine connection, belonging, & significance to others Community - Authentic interactions - Cross-functional & multi-level collaboration - Presence of internal communities - Community inclusion Intrinsic motivation & full participation in the work Engagement - Org commitment - Org knowledge sharing
  • 12. Demographic-Specific Measures of Empowerment Allows for identification of empowered/disempowered pockets within the organization Measures Employee Experiences and Perceptions Aggregate employee ratings allow for overview at the organization-level Designed for Large Departments or Full Organizations Target of 50+ respondents
  • 13. Empowerment Ratio Two-factors confirmed by EFA • Empowering • Disempowering Benchmarking Obtained from 400+ individuals working in large organizations from a variety of industries 38 Likert Rating Questions Based on maturity indicators from SPACE model Assessment Details
  • 14. 0 20 40 60 80 100 120 140 160 180 200 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5 6.0 Empowerment Ratio Empowerment Ratio Benchmarking 80th percentile Empowerment Ratio of 2.0
  • 15. 0 1 3 <1 year 1-5 years 5-15 years 15+ years Leaders Non-Leaders Leadership & Time at Organization Difference in empowerment between leaders and non-leaders most pronounced for long-time employees.
  • 16. 0 1 3 <1 year 1-5 years 5-15 years 15+ years Leaders Non-Leaders Leadership & Time at Organization Difference in empowerment between leaders and non-leaders most pronounced for long-time employees. Gender Hybrid / Remote / In-person Race / Ethnicity Caregiver Status
  • 17. Results & Recommendations Example 0% 25% 50% 75% 100% Disempowering Neutral Empowering • Bring together senior leadership to evaluate how they talk about their work/functions. • Shift the focus of discussion from teams and sub-teams to deliverables and objectives to minimize division between functional areas. • Consult employees for examples of “turf wars” to identify pain points. • Initiate a cross-functional job shadowing program or multi-level mentoring & reverse-mentoring program. Recommendations to Foster Community The level of respect received at my organization is tied to job title and/or seniority. People at my organization tend to form cliques based on their job rank or job function. It feels like members of my organization want to maintain separate “turfs” or "territories" more than they want to work together.
  • 18. Before & After Culture Change Initiatives - Measure baseline empowerment - Measure empowerment after culture change initiative is implemented Understanding Barriers to Retention - Identify policies/attitudes where disempowerment may lead to employee disengagement - Identify strengths and weaknesses in employee perceptions of working environment Organizations Striving for Innovation When to Use the Organizational Empowerment Assessment