Our dedication to Scientific Psychological Research, Benchmarking, and the Root Cause Analysis allows our clients to take fast, decisive action to effect maximum organizational growth in the shortest time possible.
Scientific Psychological Research is often viewed as a mysterious and complex task. However, NBRI Organizational Psychologists have perfected so much of the research process that NBRI is recognized as the Global Best in Class provider of psychological research studies, data interpretations and analyses, and as the firm that continually sets the Standard of Excellence for the entire survey research industry.
By following the strict practices of scientific research, NBRI ensures that your survey instrument is valid and reliable. Your survey will be representative of the issues within the organization. NBRI provides you with descriptive statistics to describe your high and low scores and inferential statistics to predict outcomes should specific actions be taken, providing you with unique marching orders.
Benchmarking – Interpretation of psychological data requires a comparison of one’s own scores with benchmarking (or, ‘normative’) data. This comparison yields a valid basis for judging the meaning of the scores.
The NBRI Normative Database contains over 3.5 billion individual scores, and represents the true Average at its 50th percentile, Stretch Performance at the 75th percentile and Best in Class performance at the 90th percentile. Once ‘normal’ has been defined in quantitative terms for a specific survey question, we are in a strong position to compare the scores obtained from survey research of the target population to what is normal, and thereby, determine if the scores are high or low when compared to the ‘norm’. No other objective method of understanding survey results exists.
Root Cause Analysis – As meaningful, important, and necessary as comparisons with benchmarking data are in order to understand survey results, management is still left with the subjective task of prioritizing results, and deciding which survey items should be addressed. Variations in manpower and material requirements that are needed to intervene into problem areas have to be considered, and add to the difficulty of prioritization. The prioritization of action items is a critical step indeed, as action must be taken quickly to produce positive change.
The Root Cause Analysis identifies those items which, when addressed, will produce the most positive change in the organization. Quite often, the primary Root Cause is not one of the lowest scoring items, but rather, one that would have been completely overlooked or ignored without this analysis. Each Root Cause Analysis identifies predictors specific to the client organization, or the particular segment of the organization. No two Root Cause Analyses are the same.
The Root Cause Analysis eliminates what might otherwise be months of debate over which items should be addressed.