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Enhancing Organizational Performance

Archive for the ‘Organizational Performance’ Category


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We never seem to learn, or at least their are always people willing to spread hate to achieve their goals.

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Written by Jeffrey M. Saltzman

April 6, 2019 at 10:26 am

Society for Industrial Organizational Psychology (SIOP) conference April 4-6

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The OrgVitality team is proud to announce their participation on the following panels at the Society for Industrial Organizational Psychology (SIOP) conference this week. We invite you to join us for some thoughtful presentations and discussions on industry issues.

Keeping up with workplace demographics: Preparing for Gen Z

Dr. Scott Brooks

April 5 10:00 – 11:20, Room National Harbor 10-11

Beyond Neurotypical: Maximizing Performance Through Diverse Talent Management

Dr. Walter Reichman

April 5 4:00 – 4:50, Chesapeake A-C

Changes in the Employee Survey Landscape

Dr. Scott Brooks

April 6 8:00 – 9:20, Room Potomac 1-2

Best of Both Worlds: Integrating Qualitative /Quantitative in Surveys

Dr. Victoria Hendrickson

April 6 11:30 to 12:20, Room Maryland C

Whose World is it Anyway? Life of a Female Practitioner with a Master’s vs PhD

Sertrice Grice, MA

April 6 1:30 PM – 2:20 PM, Room Potomac 3-4

We also invite you to join OrgVitality at our reception

on Friday, April 5th, at 7 pm, in Chesapeake I


RSVP Today


And don’t miss our next special event, Psychology Day at the United Nations, on April 25th, from 3-6 pm. OrgVitality is proud to once again co-sponsor this thought-provoking day that is aimed at improving people’s lives globally.

This year’s theme tackles how psychology can aid the United Nations work towards one of their Sustainable Development Goals: achieving gender equality and empowering all women and girls.

Registration is required, and space limited. Please RSVP


RSVP to United Nations

Written by Jeffrey M. Saltzman

April 1, 2019 at 9:57 am

Sustaining the Business Culture and Staff Through Economic Downturn

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Leading economists strongly believe that a recession or significant downturn in the global economy is inevitable in the coming year. Both businesses and employees are feeling the stress.

There are concrete actions you can take to help both your people and your organization survive – and even thrive – despite the uncertainty.

Join us for our upcoming webinar: Sustaining the Business Culture and Staff Through Economic Downturn

Tuesday, February 26th, 12:30 EST


OrgVitality’s CEO Jeffrey Saltzman will share the critical factors to consider to help your organization and people handle upheaval. This webinar is based on research conducted during the previous recession. Register here.

Jeffrey Saltzman is a co-founder and CEO of OrgVitality. He’s on the advisory board at the Center for Leadership Studies, School of Management at Binghamton University, where he is also an associate fellow in the MBA program. Jeffrey co-authored Creating the Vital Organization: Balancing Short-Term Profits with Long-Term Success, published in 2016 by Palgrave, as well as numerous other publications. Jeffrey has extensive experience in the field of Industrial Organization, and developed the concept of Employee Confidence; specifically, how to measure it, its impact on performance, and how to utilize to improve organizational performance.

Can’t make it? Register anyway and we’ll send you the recording.

Written by Jeffrey M. Saltzman

February 12, 2019 at 1:13 pm

Don’t miss our upcoming webinars!

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Don’t miss our upcoming webinars!

Employee Surveys: Why Engagement is Not Strategic

Tuesday, January 29th at 12:30 EST

While engagement surveys may be the industry norm, they only measure one aspect of your business. To truly drive meaningful change, you need to craft your survey with an eye on your strategic priorities, so that you are getting a complete picture of your strengths, challenges, and areas of opportunity. Join OrgVitality partners Jeffrey Saltzman and Dr. Scott Brooks as they explain how to promote employee engagement while positioning your company for strategic success. Register here


Sustaining the Business Culture and Staff Through Economic Downturn

Tuesday, February 26th, 12:30 EST

Many signs point to a looming economic slowdown, prompting many businesses to start worrying and planning for another recession. This webinar, based on research conducted during the previous recession, will cover what organizations can do to manage their cultures and their people through economic uncertainty. Please join OrgVitality’s CEO Jeffrey Saltzman as he shares some critical factors to consider to help your organization and employees survive upheaval and uncertainty. Register here.

Written by Jeffrey M. Saltzman

January 28, 2019 at 11:30 am

Visionary Ideas

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What motivates an organization or a movement of any kind to persevere, even in the face of adversity? It is when the organization or movement is based on a concept or an idea of what it stands for or potentially can become. This holds true for very small organizations as well as the largest. It holds true for political, human rights, conservation, religious movements etc.

Ideas are powerful. They are more powerful than physical assets, more powerful than territory, more powerful than any one person. Having a powerful idea is a cornerstone that a successful organization or movement needs to be built upon.

The founder of a small family run restaurant has the idea of building a “go-to” restaurant for locals and something the founder can pass on to the next generation. That is a visionary idea, and as contained as it might be, it is powerful for that family. They will fight ferociously and work endlessly for that vision.

The USA Declaration of Independence stated “We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.” That is a visionary idea, an expansive one, and if fully implemented very powerful. And out of that powerful visionary idea sprang our institutions, our laws, our methods of governance with its checks and balances, all of which were intended to support and nourish the vision.

Taken from that perspective and at the risk of gross oversimplification, you could say that the outcome of WWII was preordained. For the Germans were rallying to and fighting for Hitler and yes, while he did have a vision of a new German and ethnically cleansed World Order, his apparent narcissism and megalomania made him central to that vision and put himself forth as the only one who could accomplish that vision. But the USA and its allies were fighting not for a person, but for an idea, a vision of how they were going to live their lives. A much more potent force.

People will dedicate their lives and under certain circumstances sacrifice them for a vision in which they believe. Jim Mattis, the highly respected and outgoing Secretary of Defense in his farewell note to Pentagon staff stated, “I am confident that each of you remains undistracted from our sworn mission to support and defend the Constitution while protecting our way of life.” A clear message of support for and direction to protect the vision of the USA and not any one person.

And while a lawyer may claim that they would “take a bullet” for a particular client, when faced with the reality of prison for crimes committed, that sacrificial commitment to an individual rings hollow. As it turns out, many people are susceptible to and find authoritarians attractive, as they state that they will take care of all of your problems and that they alone can do it (the estimate is up to 30% of the USA population are attracted to authoritarians), but over the long-run belief in and support of a commonly-held and widely supported vision will beat an authoritarian figure. Articulating and getting buy-in to that vision is key.

Each organization out there, no matter your size, industry or location should examine the vision by which it operates. If the vision is not explicit to the organization’s members, consider making it so, for it is hard to buy into a rumored vision. And make it a vision in which each member can feel pride. Commitment and dedication will be the reward the organization can obtain.

Written by Jeffrey M. Saltzman

January 1, 2019 at 5:02 pm

My Fellow Rats…

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On Psychopaths, Rats and Presidents. The phrase “You are a Rat, or to Rat someone out” may need to be rethought. This was first written in 2011, but is more relevant now than ever.

Jeffrey Saltzman's Blog

There is an old folktale that begins with two travelers, strangers walking down a long dusty road.  As they walked, one of the strangers asked the other “What say you, shall I carry you or shall you carry me?” The second traveler ignored the statement for he was not about to carry the other. Later on the traveler asked a second question as they passed a field of barley, “Has this barley been eaten or not?” Once again the second traveler ignored the first for it was obvious for all to see that the barley was still growing in the field. Later on they passed a funeral procession and the one stranger said to the other “What do you think, is the person in the coffin alive or dead?” The second traveler could no longer contain himself and asked the first why he was asking such ridiculous questions. The first…

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Written by Jeffrey M. Saltzman

December 29, 2018 at 7:42 am

Organizations as a Force for Good

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Over the course of many years I have been fortunate enough to work in many different countries, with many different companies and in many different industries. One cross-company, cross-country, cross-industry study that has been repeated several times has been aimed at answering the question, “What is stronger, local culture or company culture?”.

And there are usually a few corollaries to that question which revolve around how international companies manage diverse global populations. Should one set of rules, one set of principles be in place globally or should companies adjust for local cultural nuances. Does “Do no evil”, or other corporate values statements work outside of the country where the corporation originates?

At the risk of oversimplifying, the way this study is typically executed is to take employee survey results from a large number of companies with multiple country locations. You would then match the survey items across the companies and countries. You hold constant as many variables as you can across the companies, matching them on occupation, tenure, gender etc. You then examine the data to determine if Company A in USA is more like Company A in China, Canada, Vietnam, Germany, etc. or is it more like Company B in those same locations. In other words, if Company A is more like Company A across countries, company culture is stronger. If Company A is more like Company B, or C, or D in their respective countries, then local culture is stronger.

Each and every time I have seen the results of this kind of study the findings are very clear. Company culture is stronger than local culture. That may surprise a few of you, especially those who are used to looking at power distance, individualism vs. collectivism, uncertainty avoidance etc., or those who simply feel that local culture can be very strong in many places, so let me explain.  If a company has an internal culture of strong ethics, customer focus, quality, respectful treatment, fairness or equal treatment, etc., that internal culture will override a local culture that may be less ethical, or less concerned about customer treatment, etc. People of course want to do a good job at work, (see they understand what is defined as doing a good job in a company they join and they tend to quickly conform to that definition. In these employee surveys we are not asking about local cuisine, predominant religions, clothing styles, or at what age should young people marry, etc. all of which of course can vary tremendously around the world, after all cultures in various countries are in fact different. We are asking questions about how they work, what they see in their working environment, how they feel about their treatment, about management, about the products and services they build or deliver etc. We are asking about the world of work, not their personal world (though of course there is some overlap).

So, if a company operates in an ethical fashion, or in a manner to treat all staff equitably regardless of their differences, etc., those characteristics are transportable around the world and can override local culture where fairness of treatment, or other characteristics are not necessarily common in that society in general. Companies can be a force for good as they operate globally if they have the right cultures in place. Here is an example. I was conducting a focus group of employees for one company in what will have to be an unnamed country. This was a company that put a great deal of emphasis on treating people fairly and giving equal opportunity to all, celebrating each and everyone’s differences. There was one participant in the focus group who decided to discuss his sexual orientation. He said coming to work was like a breath of fresh air in his life because he was accepted for who he was at work, even though outside of work in this country there were very negative attitudes towards LGBTQ people. The company culture, within the work environment, overrode local culture (as well as being aided by other factors such as familiarity).

If we broaden this out a bit what are the implications?

A company is simply a kind of organization to which people have voluntarily become members. People become members of many different kinds of organizations, or subgroups within those organizations, and upon joining those organizations or subgroups they tend to accept/tolerate the values of those organizations or they, within a fairly short period of time, exit those organizations.

Any organization has a set of values regarding how staff will be treated not only by the company but by other staff members, how customers will be interacted with, the emphasis on product quality, it’s regard for the law, norms of behavior, societal standards etc., in aggregate that represents the organization’s culture. Every company, every organization has a culture whether they work explicitly to achieve one or if they just let it arise on its own. Some organizations can have sub-cultures within the larger organization, or upon examination you may find that the organization’s culture is fairly uniform. (In general, organizations with uniform cultures outperform those with a number of sub-cultures, all other things being equal – but that is another study – see

An organization that sets a high bar, a bar of high ethics, equal treatment, intolerance of bad behavior etc. can project that culture domestically as well as internationally and into countries where that high bar just may be a bit lower. If they do so they can help raise the standards by which society functions. Any organization that sets a high bar can be a force for good.

The USA is simply another kind of organization, and the people who are living here are members (some by choice and some were born here). We don’t necessarily have a uniform culture or a uniform set of ethical standards, but historically the USA, while certainly not perfect, has been an example of how countries should operate in terms of the rule of law, freedom of the press, corruption, ethics, fundamental rights, torture etc. Even though at this moment the ethics, rule of law, level of corruption etc. in this current administration are questionable, I am hopeful that our institutions are strong enough to overcome the downward path we have taken and put us back on the right path. By building bridges to other countries, by working with our international allies, by protecting the vulnerable, leading by example our organization, our country can once again be a force for good.

Written by Jeffrey M. Saltzman

December 21, 2018 at 4:51 pm

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