Creating An Internal Assessment Survey 806582

Deliverable 4 Creating An Internal Assessment Surveycompetencyapply

Deliverable 4 - Creating an Internal Assessment Survey Competency Apply the principles of strategic planning to construct strategic management plans for organizations. Instructions Your boss needs you to develop an employee assessment survey that consists of 10 questions and will be administered through email to all employees. She hands you the following requirements that must be addressed within the survey: · Integrating a Likert scale · Identifying technical competencies on ERP systems · Examining skill depth within financial services · Reviewing overall knowledge of HR legal compliance · Understanding depth of product knowledge · Comprehending engineering technical abilities · Gathering information on general shipping knowledge · Identifying interest in future leaders Your job is to submit your boss the questionnaire that contains 10 specific questions that integrate the requirements above along with any other necessary pieces of information you believe would add value to understanding the employees' feelings about their operational knowledge and capabilities. Additionally, you need to submit a one-page summary that includes an introduction showcasing an understanding of internal assessments. Within the body of the paper, provide comparative research to other possible external surveys. Lastly, within the conclusion, discuss why your survey will add operational value to the organization.

Paper For Above instruction

Introduction to Internal Assessments in Organizational Contexts

Internal assessments constitute a critical component of strategic management, providing organizations with vital insights into employee capabilities, skills, and areas needing development. By systematically evaluating internal resources and competencies, companies can align their human capital with strategic objectives, identify skill gaps, and foster targeted growth initiatives. The primary purpose of an internal assessment survey is to gather authentic employee feedback on various operational and technical domains, which can facilitate strategic decision-making, improve workforce performance, and enhance organizational agility (Huselid, 1995; Wright & Snell, 1998). It acts as a diagnostic tool that enables management to understand current competency levels, motivation, and future leadership potential, thereby strengthening the organization’s competitive edge.

Designing the Internal Assessment Survey: Approach and Considerations

The survey design must incorporate both qualitative and quantitative measures, with Likert-scale questions serving as a central instrument for capturing employee perceptions on various competencies. The Likert scale (e.g., 1–5, ranging from strongly disagree to strongly agree) is favored for its simplicity, reliability, and ability to provide nuanced insights into employee attitudes and self-assessed skill levels (Likert, 1932).

The survey questions should address core areas outlined by the leadership: ERP system proficiency, financial skills, HR legal knowledge, product understanding, engineering capabilities, shipping knowledge, and leadership interests. For each domain, questions will probe both confidence levels and actual proficiency. For example, in ERP systems, a question might be: “I am confident in my ability to utilize our ERP software effectively,” rated on a 1-5 scale. Additional questions will examine depth of knowledge—distinguishing between basic understanding and advanced expertise—and interest in leadership roles to assess future succession planning potential.

In creating these questions, clarity and relevance are paramount. Each item should be straightforward, avoiding technical jargon that might confuse respondents, and should encourage honest self-assessment. The survey will also include demographic questions to contextualize responses, such as department, years of experience, and current role, which will allow for more insightful analysis.

Comparison with External Surveys

External surveys, such as industry-wide employee engagement surveys or standardized skills assessments, often provide broad benchmarks but may lack the specificity needed for internal strategic planning. For example, Gallup's Q12 survey focuses on employee engagement factors but may not delve into technical skill levels or domain-specific knowledge critical for internal assessments (Gallup, 2020). Similarly, external certification assessments can measure competency but often do not capture perceived confidence or intent for future leadership.

In contrast, internal assessments like the proposed survey allow for tailored questions aligned with organizational goals, providing granular data on particular skills and knowledge areas. Such specificity enables targeted interventions, whether through training, mentorship, or succession planning. Moreover, internal surveys facilitate ongoing monitoring, enabling organizations to track progress over time and adjust strategies accordingly (Harman et al., 2020).

While external surveys are useful for benchmarking industry standards and identifying broader trends, internal assessments are more strategic for internal talent development and operational enhancement. They are cost-effective and customizable, ensuring relevant data collection tied directly to organizational needs.

Operational Value of the Proposed Survey

Implementing this tailored internal assessment survey will yield significant operational benefits. First, it will illuminate current competency levels across essential functional areas, underpinning effective workforce planning and training programs. For instance, identifying employees with high ERP proficiency can inform deployment in critical projects, while recognizing gaps in shipping knowledge or engineering skills can guide targeted upskilling initiatives.

Second, understanding employee perceptions of their confidence and depth of knowledge fosters a culture of transparency and continuous improvement. This self-awareness can motivate employees to pursue development opportunities aligned with organizational needs.

Third, insights into leadership aspirations enable strategic succession planning, reducing risk associated with leadership vacancies and fostering internal talent mobility. By aligning individual goals with organizational strategy, the survey helps cultivate future leaders and enhances retention.

Finally, regular deployment of such surveys creates a feedback loop, enabling management to adapt strategies dynamically and foster a more engaged, skilled workforce. This proactive approach aligns talent management with strategic goals, contributing to operational agility and competitive advantage (Becker & Huselid, 2006).

Conclusion

The internally developed assessment survey serves as a vital strategic instrument, providing rich, actionable data that enhances organizational capacity and operational effectiveness. Unlike generic external assessments, its tailored content ensures relevance and strategic alignment, facilitating precise talent development and resource allocation. This targeted approach supports a culture of continuous improvement, innovation, and leadership readiness, safeguarding the organization’s competitive position. By systematically evaluating core competencies and leadership potential, the survey enables smart, data-driven decisions that propel organizational growth and resilience.

References

• Becker, B., & Huselid, M. (2006). Strategic human resources management: where do we go from here? Journal of Management, 32(6), 898-925.
• Gallup. (2020). State of the American Workplace Report. Gallup Press.
• Harman, D., Kruger, J., & Pitman, J. (2020). Internal talent assessment and development strategies. Journal of Organizational Development, 45(3), 152-165.
• Huselid, M. A. (1995). The impact of human resource management strategies on organizational performance. Academy of Management Journal, 38(3), 635-672.
• Likert, R. (1932). A technique for the measurement of attitudes. Archives of Psychology, 140, 1-55.
• Wright, P. M., & Snell, S. A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 23(4), 756-772.