Developing Resilience at Hunter Water Corporation Questionnaire




This questionnaire is designed to be completed by you as part of the ongoing work to improve resilience at Hunter Water Corporation.

The questionnaire identifies resilience attributes and the results will allow HWC to improve resilience capability.

The questionnaire will take approximately 10 minutes to complete.

This questionnaire is a development from the work of Resilient Organisations New Zealand.

You will not be identified in the questionnaire. The level of your operation within HWC is required.

Key Terms Used.

Adversity: an event which is non-routine and causes significant disruption on the organisation and causes problems for response and recovery.

Challenge: An event that requires your organisation to step outside business-as-usual to respond and adapt to the prevailing conditions.

Organisation: Your whole organisation or the part you work within.


Start Questionnaire

1
Group / Level
Your level/group in the organisation:
1. Leadership And Culture Attribute
1.1 Leadership

Strong leadership to provide good management and decision making during times of challenge and adversity, as well as continuous evaluation of strategies and work programs against organisational goals.

Low Resilience Indicator (1)
Scale: 1 - 4
High Resilience Indicator (4)

Low

Leaders display behaviours fearful of adversity

L1 Scale
1
0
4

High

Leaders display decisive leadership, innovation and seek opportunity, including in times of adversity


Low

Leaders do not ‘walk the talk’ nor demonstrate behaviours aligned with the organisation’s values

L2 Scale
1
0
4

High

Leaders ‘walk the talk’ and demonstrate behaviours aligned to the values of the organisation


Low

Leaders are reactive and act under duress

L3 Scale
1
0
4

High

Leaders are balanced and strategically focussed to ensure the organisation is acting with control and foresight


Low

Leaders are compliance driven, process focused

L4 Scale
1
0
4

High

Leaders are outcome driven / results focused


Low

Leaders are oblivious to the needs of people working below them

L5 Scale
1
0
4

High

Leaders care for the wellbeing of their people and their ability to thrive in times of adversity


Low

Leaders are afraid or unwilling to make decisions without permission from senior management

L6 Scale
1
0
4

High

Leaders are empowered to make decisions and are supported in doing so by senior management


Low

Lack of visible executive and management buy-in to the need for resilience

L7 Scale
1
0
4

High

Highly visible executive/senior management resilience champions and leader advocacy of the resilience agenda

Your Rating [field3 + field13 + field15 + field18 + field25 + field27 + field30]  Max Rating 28

1.2 Employee Engagement

The engagement and involvement of employees who understand the link between their own work, the organisation's resilience, and its long term success; employees are empowered and use their skills to solve problems.


Low

Organisation is unaware or not focused on employee morale

EE1 Scale
1
0
4

High

Organisation recognises the importance of high employee morale and considers this in planning and response


Low

Organisation is only interested in the bottom line or its own survival, regardless of the impact to employees

EE2 Scale
1
0
4

High

Organisation demonstrates authentic ‘care’ for employees


Low

Employees are anxious or unwilling to contribute

EE3 Scale
1
0
4

High

Employees have high sense of ‘teaming’ and collaboration, pulling together in adversity – ‘one in, all in’


Low

Employees wait to be told what to do

EE4 Scale
1
0
4

High

Employees are very clear about decision making ability and feel empowered and supported to take action


Low

Employees feel little sense of long-term connection to the organisation

EE5 Scale
1
0
4

High

Employees feel strongly connected to the organisation and are likely to go out of their way to support it in times of adversity

Your Rating [field65 + field70 + field74 + field78 + field82]  Max Rating 20

1.3 Situational Awareness

Employees are encouraged to be vigilant about the organisation, its performance and potential problems; employees are rewarded for sharing good and bad news about the organisation including early warning signals and these are quickly reported to organisational leaders.


Low

Leaders hide incidents and delete failure from corporate memory

SA1 Scale
1
0
4

High

Leaders capitalise on incidents and retain lessons from past incidents and failures


Low

Employees feel they need to hide bad news or the truth and only report on good news

SA2 Scale
1
0
4

High

Employees feel comfortable to raise an issue with senior management and are positively recognised for driving continuous improvement


Low

Change is implemented carelessly, disruptions result from change

SA3 Scale
1
0
4

High

Change is formally managed with care and control, improvements result from change


Low

Organisation has little or poor communication with key internal and external stakeholders

SA4 Scale
1
0
4

High

Organisation engages in regular trusted communication with stakeholders


Low

Organisation has few sources of information and is very insular in terms of where it sources facts and insights

SA5 Scale
1
0
4

High

Organisation seeks out, utilises and coordinates external and internal sources of information


Low

Emerging threats and opportunities are not considered as part of strategic planning

SA6 Scale
1
0
4

High

Strategic planning explores emerging threats and opportunities

Your Rating [field89 + field93 + field97 + field101 + field105 + field109]  Max Rating 24

1.4 Decision Making

Employees have the appropriate authority to make decisions related to their work and authority is clearly delegated to enable a rapid response. Highly skilled employees are involved, or are able to make, decisions where their specific knowledge adds significant value, or where their involvement will aid implementation.


Low

Organisation displays indecision and is non-communicative during adverse events

DM1 Scale
1
0
4

High

Organisation possesses clear and communicative protocols for mobilisation during adverse events


Low

Organisation engages in top down decision making

DM2 Scale
1
0
4

High

Solutions to problems are encouraged at all levels in the organisation, displaying rapid adaptive behaviour


Low

Unclear who in the organisation has the mandate to make decisions

DM3 Scale
1
0
4

High

Organisation possesses clear and transparent processes for escalation


Low

Employees are penalised for making independent decisions during an adverse event

DM4 Scale
1
0
4

High

Employees are encouraged to use their authority to make decisions in an adverse event


Low

Decision making is emotionally reactive

DM5 Scale
1
0
4

High

Decision making follows a clear and transparent process


Low

No record keeping or ability to document key decisions made

DM6 Scale
1
0
4

High

Key decisions are recorded and well documented


Low

Decision making is in conflict with customer, employee, shareholder, stakeholder expectations

DM7 Scale
1
0
4

High

Decision making is congruent with organisation’s purpose and values to meet expectations

Your Rating [field116 + field120 + field124 + field130 + field133 + field136 + field140]  Max Rating 28

1.5 Innovation And Creativity

Employees are encouraged and rewarded for using their knowledge in novel ways to solve new and existing problems, and for utilising innovative and creative approaches to developing solutions.


Low

Organisation does not look for opportunity in times of adversity

IC1 Scale
1
0
4

High

Organisation seeks out opportunity in times of adversity


Low

Organisation discourages innovative thinking

IC2 Scale
1
0
4

High

Organisation recognises and/or rewards innovative thinking


Low

Organisation discourages employees from challenging and improving workplace processes

IC3 Scale
1
0
4

High

Organisation actively encourages employees to challenge, identify and develop workplace process enhancements


Low

Organisation is reactive to change

IC4 Scale
1
0
4

High

Organisation is a proactive change-leader


Low

Employees approach problem solving and assessments with a conservative, risk-averse mind-set

IC5 Scale
1
0
4

High

Employees display courage in assessing risk, and innovation and creativity in problem solving

Your Rating [field146 + field151 + field155 + field159 + field163]  Max Rating 20

2. Networks And Partnerships Attribute
2.1 Effective Partnerships

An understanding of the relationships and resources the organisation might need to access from other organisations during challenges and times of adversity, and the necessary preparatory planning and ongoing management to ensure this access.


Low

Organisation tries to solve and control problems on its own

EP1 Scale
1
0
4

High

Organisation actively collaborates and works with others in partnership


Low

Organisation has few links to industry peers

EP2 Scale
1
0
4

High

Organisation has strong links with its industry peers


Low

Organisation has few links with the community in which it operates

EP3 Scale
1
0
4

High

Organisation is active in the community in which it operates


Low

Organisation has predominately transactional relationships with suppliers and key customers

EP4 Scale
1
0
4

High

Organisation works hard to develop trusted relationships with suppliers and key customers


Low

Organisation has adversarial relationships with regulators/authorities

EP5 Scale
1
0
4

High

Organisation has constructive relationships with regulators/authorities

Your Rating [field172 + field179 + field183 + field187 + field191]  Max Rating 20

2.2 Leveraging Knowledge

Knowledge is captured and shared effectively throughout the organisation, with a strong focus on ensuring critical information is always available, with succession planning for key roles, an openness to learning, and drawing on internal and external expertise and lessons learnt.


Low

Organisation has significant key person dependencies

LK1 Scale
1
0
4

High

Organisation invests in strong succession planning and redundancy


Low

Organisation has no roadmap to the reserves of knowledge available to the organisation

LK2 Scale
1
0
4

High

Organisation knows where to find the knowledge and expertise to respond to a challenge or adverse event


Low

Organisation has a tendency to base decisions off rumours and hearsay

LK3 Scale
1
0
4

High

Organisation continuously validates information to ensure its quality and reliability


Low

Organisation’s adversity capability is stand-alone and rarely utilised

LK4 Scale
1
0
4

High

Organisation leverages business as usual capability in times of adversity


Low

Corporate knowledge and lessons learnt rarely survive beyond personnel changes

LK5 Scale
1
0
4

High

Corporate knowledge is proactively retained and lessons are recognised, captured and shared


Low

Organisation has limited networks to tap for knowledge

LK6 Scale
1
0
4

High

Organisation has extensive and established networks to acquire and refine knowledge, including drawing on its supply chain partners

Your Rating [field198 + field202 + field206 + field210 + field214 + field219]  Max Rating 24

2.3 Breaking Silos

Minimisation of divisive social, cultural and behavioural barriers, which are most often manifested as communication barriers creating disjointed, disconnected and detrimental ways of working.


Low

Risk identification and resilience building is performed independently within each area of the organisation

BS1 Scale
1
0
4

High

Approaches to risk and resilience are performed from an entire / integrated organisation perspective


Low

Organisation has silos, with little informal communication across the organisation

BS2 Scale
1
0
4

High

Highly integrated, transparent communication across all functions of the organisation


Low

No responsibility taken for end to end process

BS3 Scale
1
0
4

High

Individual business functions seen as integral components of the end to end process


Low

Business units contain rigid teams not used to working collaboratively together

BS4 Scale
1
0
4

High

Business units unite to achieve objectives – ‘one in, all in’

Your Rating [field225 + field229 + field233 + field237]  Max Rating 16

2.4 Internal Resources

The management and mobilisation of the organisation's resources to ensure its ability to respond to challenges, operate during business as usual, as well as being able to provide the extra capacity required to respond to and recover during times of adversity


Low

The organisation is under-resourced even under business as usual conditions

IR1 Scale
1
0
4

High

The organisation has the ability to rapidly scale up or reallocate other business resources (such as finance, premises, plant, equipment, supplies) if required


Low

The organisation’s rigid structures and systems provides little capacity to evolve and adapt

IR2 Scale
1
0
4

High

The organisation’s structures, systems and processes are designed to maximise operational flexibility


Low

Organisation does not have the financial capacity to support operational change

IR3 Scale
1
0
4

High

Organisation has strong liquidity and cash flow position and can absorb the impact of modifying operations to respond to challenge or adverse event

Your Rating [field244 + field248 + field252]  Max Rating 12

3. Change Ready Attribute
3.1 Unity Of Purpose

An organisation wide awareness of what the organisation's priorities would be following a challenging or adverse event, clearly defined at the organisation level, as well as an understanding of the organisation’s minimum operating requirements


Low

Employees are not clear about the organisation’s objectives and goals, and have little unity of purpose

UP1 Scale
1
0
4

High

The organisation’s objectives and goals are clear and effectively communicated, and employees have strong unity of purpose


Low

The organisation’s values are not aligned, shared or supported

UP2 Scale
1
0
4

High

Organisational values are aligned, shared and supported


Low

Little appreciation across the organisation of the organisational priorities, minimum acceptable service levels, and the potential vulnerabilities and breaking points

UP3 Scale
1
0
4

High

Broad awareness of organisational priorities, minimum acceptable service levels, and the potential vulnerabilities and breaking points

Your Rating [field261 + field265 + field269]  Max Rating 12

3.2 Proactive Posture

A strategic and behavioural readiness to identify and respond to early warning signals of change in the organisation’s internal and external environment before they escalate into a major challenge or adverse event.


Low

Leaders have little regard for reputation impacts

PP1 Scale
1
0
4

High

Leaders have a good record at building and maintaining trust


Low

Disruptions are feared and employees remain wary of challenge

PP2 Scale
1
0
4

High

Disruptions and challenges are recognised as an opportunity for improvement, to build strengths and capitalise on the incident


Low

Organisation is reactive, maintains status quo and resists change

PP3 Scale
1
0
4

High

Organisation is proactive, leverages lessons learnt and opportunities, and embraces change

Your Rating [field276 + field280 + field284]  Max Rating 12

3.3 Planning Strategies

The development and evaluation of plans, strategies and capabilities to manage vulnerabilities in relation to the business environment and its stakeholders.


Low

Plans are weak and lack maturity in adapting to changing contexts

PS1 Scale
1
0
4

High

Plans show a depth of understanding in social, environmental and physically changing contexts


Low

Limited or no planning and preparation for challenge and adversity

PS2 Scale
1
0
4

High

Planning and preparation for challenge and adversity is highly integrated into the business planning cycle and systems of the organisation and regarded as a priority


Low

Supply chain criticalities and vulnerabilities unknown or poorly understood

PS3 Scale
1
0
4

High

Planning demonstrates an understanding of supply chain criticalities and vulnerabilities


Low

Planning does not factor in potential impacts on people

PS4 Scale
1
0
4

High

Planning strategies are approached with a ‘people’ focus / clear understanding of and mitigation of employees vulnerabilities and impacts


Low

Planning does not factor in potential community impacts

PS5 Scale
1
0
4

High

Planning strategies are approached with a community focus and allocates resources appropriately


Low

Criticalities and vulnerabilities of changes to the organisation’s assets and resources unknown or poorly understood

PS6 Scale
1
0
4

High

Criticality and vulnerability of changes to organisation’s assets and resources understood and planned for

Your Rating [field291 + field295 + field299 + field303 + field307 + field311]  Max Rating 24

3.4 Stress Testing Plans

The participation of the leadership and employees in simulations or scenarios designed to practice response strategies and arrangements to validate plans and capabilities, and demonstrate the advantages of agility and flexibility.


Low

Plans are not exercised or tested to a sufficient level to validate adequacy and actual capability

ST1 Scale
1
0
4

High

Plans are rigorously tested to confirm capability with adequate resources available to implement plans and make continuous improvements in line with organisational changes


Low

Exercises are designed to tick the box for compliance purposes

ST2 Scale
1
0
4

High

Exercises are designed to identify weaknesses and opportunities for improvement, as part of quality assurance and continuous improvement


Low

Testing of plans address typical disruption scenarios

ST3 Scale
1
0
4

High

Plans are regularly stress-tested against a variety of scenarios relevant to changing contexts and environments


Low

Plans are exercised or tested in isolation, without involving other business areas or organisations

ST4 Scale
1
0
4

High

Plans are exercised and tested with other business areas and organisations on a regular basis

Your Rating [field318 + field322 + field326 + field330]  Max Rating 16

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Thankyou


This survery has now finished.