5. Diversity in the
workplace isn’t
enough:
Businesses
need to work
toward inclusion
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Resignation
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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
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
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
