Great business decisions start with great information. That’s where AMP can help.

There are 35 key employee and team measurements that are generated using AMP. These measurements become the basis of employee analytics that can be used to generate, design, test, confirm, or modify business decisions.

AMP can help you identify patterns, correlations, frequencies, and distributions needed to form the diagnostics essential to understanding causal relationships. These dynamics then allow business decision making to become more precise and predictive, creating less risk and greater earnings.

Attrition doesn’t have to be inevitable. To be able to anticipate and reduce attrition has been a holy grail for HR and long sought after by management. Engagement surveys, exit interviews, and regular staff interviews are often directly or indirectly concerned with attrition and job interest.

AMP offers more than an engagement survey. AMP measures the two-way relationship – how connected the employee is to the work group and company and how connected the employee feels the work group or company is to him/her.

It generates as an easy to use “Attachment Index” (AI) that goes from AI of 1 – no attrition risk to an AI of 4 – planning to leave or “unplugged” at best. AMP goes further and measures the source to the degree that it is organizationally driven or stress generated. Strategies to re-recruit or rebuild attachment can then be precisely tailored.

Each team is measured on twelve performance dimensions that yield not only a “current operating level” score, but a priority of where to intervene to increase teamness and performance. The team health is measured along with the “teamness score” that correlates directly with the Organizational Utility Index (OUI) or simply, how much horsepower the team is generating. The score range is +200 for a high performance team to -100 for a fully dysfunctional team. These scores then form the strategic guidelines for team building efforts.

Unleashing employee potential releases better business results. This can be achieved through multiple means. AMP first looks at blockages that can often be removed or reduced. The most problematic blockages are often stressors. By addressing one or two of the highest stressors, potential may begin to be unleashed.

AMP also measures and prioritizes ten other organizational dimensions that are to be analyzed and addressed individually or as a team initiative. These ten organizational dimensions are sequentially displayed as they typically form and evolve in building a team and in creating an enhanced architecture for the workplace. As a work group evolves into a team, the earliest or top dimensions should be more developed and mature. This maturing process continues until all ten dimensions are fully operational. If any one dimension measures as sub-par, this area is in need for development. AMP is a practical tool for the identification and unleashing of an employee’s or team’s potential.

AMP results yield a range of developmental priorities that can range from organization-wide, to within a team, or even an individual. A “Quik Help” index is calculated for each employee, team, and company composite. There are 7 help areas that are calculated with an index from .20 to 1.0 (the most in need of addressing). The lower the score, the better it is on your bottom line.

The team dimensions are also prioritized from the most valuable for team building to the least.

The individual areas – stress and organizational dimensions are also depicted from green (normal) to yellow to orange to red (most urgent and helpful to the employee if addressed).

The data collected allows the guess work to be removed and provides an ease of understanding. This allows a clear plan of action to be formed. Technical assistance and training are available.

An issue with work-life balance is a stressor that is often experienced by both line and managerial personnel. AMP measures where this imbalance is occurring. The imbalance can be caused at work or by issues happening outside of work. If outside of work, it is good for the company to be made aware of the issue and not try to “fix” it. There may be some helps available to the employee, such as Employee Assistance Programs, time off, etc.

However, if the imbalance is occurring due to issues in the workplace, greater helps are available. The AMP results lay out the issues and set the stage for an open dialogue to address what options could be tried to reduce the imbalance. Often, just being recognized as having a work-life imbalance is beneficial as a beginning. Since AMP measures very precisely, the progress can be easily tracked.

Too much organizational stress has a similar impact as driving a car too low on oil, which damages the motor.

Stress is measured by ten different stressors an employee may experience and placing these on a stress scale. The trigger stressor(s), and primary stressor(s) are identified and a strategy for coping and/or stress reduction can be generated – be it a team or individual stress.

This stress profile generated directly impacts the reduction of attrition and the improvement of performance. Based upon our research, reducing stress has a direct impact on business success.

Often businesses are complex, spread out geographically as well as functionally. It is often only through staff meetings, chain-of-command reporting, submitted reports, exception reporting and supervisory feedback that any “read” of a company is possible. While possible, it is often not timely or comprehensive enough.

AMP allows simultaneous snapshots to be taken collectively and efficiently on a regular basis that, across time, tracks trends and identifies excellence as well as operational “hot spots.” Practical and timely interventions now become possible by priority. This is all done with less than 15 minutes of input per employee.