How do human resource (HR) professionals develop objectives and key results (OKRs) aligned with Spiral Dynamics to boost employee engagement and business performance? We provide background on the Balanced Scorecard, OKRs, and Spiral Dynamics frameworks. The article gives examples of Spiral Dynamics focused OKRs for 11 key HR areas and matches them to relevant polls that can track progress. It emphasizes the importance of tying HR OKRs to motivations at each Spiral Dynamics stage to create a comprehensive set of objectives that engage employees across the developmental spectrum. This approach to goal setting and measurement allows HR to execute tailored initiatives that align, motivate, and meet the needs of all employees, ultimately driving greater engagement, productivity, and organizational success.
HR plays a critical role in executing strategic goals and enabling organizational performance. HR needs to translate high-level plans into specific, measurable objectives and key results to do this effectively. OKRs provide a straightforward technique for defining the outcomes HR must achieve. However, simply setting generic OKRs is not enough. HR objectives need to resonate with employees at all stages of development. This is where incorporating Spiral Dynamics into the design of HR OKRs is invaluable.
Spiral Dynamics recognizes that human motivations and values evolve through levels over time. HR initiatives that only appeal to one or two developmental stages will fail to meet the needs of the entire employee population. By aligning OKRs to the core motivations at each of the eight Spiral Dynamics stages, HR can craft a spectrum of objectives that covers the full range of values in any workforce.
For example, an organization may have the following high-level strategic objective around improving workforce capability:
Strategic Objective:
Develop a highly skilled, motivated, and engaged workforce.
HR could then develop OKRs tailored to each Spiral Dynamics level:
This results in objectives and key results aligned with motivations at each stage of development. By layering initiatives tailored to different mindsets, HR builds comprehensive and inclusive goals to drive engagement and capability across the workforce.
The article will demonstrate how this approach of aligning HR OKRs to Spiral Dynamics can be applied across all significant HR domains, supported by relevant metrics. This creates a robust framework for motivating employees at all stages and enabling organizational success.
The Balanced Scorecard is a strategic management system that helps organizations track progress toward goals. It was developed in the early 1990s by Drs. Robert Kaplan and David Norton.
The Balanced Scorecard looks at an organization's performance across four key perspectives:
The Balanced Scorecard helps organizations track both financial and non-financial metrics across these four perspectives. This provides a balanced view of the health and strategy execution of the business.
Some key principles of the Balanced Scorecard:
The Balanced Scorecard is a holistic framework that helps organizations track progress across all areas that drive performance. It provides a balanced set of metrics so that financial measures are not viewed in isolation to measure success.
OKRs are a goal-setting framework used by many companies. They were pioneered by Intel and then popularized by Google.
OKRs focus on defining:
Objectives - The qualitative goal you want to accomplish. This should be inspirational, meaningful, and challenging.
Key Results - The quantitative metrics to measure progress towards the objective. These should be specific, measurable, time-bound indicators.
Some key principles of OKRs:
In practice, companies set OKRs on a quarterly or annual basis. Progress is tracked continuously via the key results. OKRs drive focus, engagement, and productivity towards measurable outcomes.
In summary, OKRs are a simple yet powerful framework to set strategic goals, track progress quantitatively, and motivate ongoing improvement. They help align the organization around common objectives and metrics.
The Balanced Scorecard and OKRs are tools used to help organizations define and track strategic goals. While they share some similarities, there are also some key differences:
So, in summary:
Here is an example to show how a Balanced Scorecard learning and growth goal could cascade into specific OKRs for: Learning & Growth Perspective
Goal: Develop a highly skilled and motivated workforce
This goal could then cascade into the following OKRs:
Objective: Improve employee engagement scores
Key Results:
Objective: Expand leadership training programs
Key Results:
Objective: Strengthen internal communications
Key Results:
So, in summary, the high-level Balanced Scorecard goal focused on "workforce development" can be cascaded down into specific OKRs to improve engagement, leadership training, and communication. The OKR key results provide measurable indicators of progress against those objectives.
Spiral Dynamics is a theory that human development and values have different stages. It categorizes people into eight levels:
When creating a Balanced Scorecard and OKRs, considering Spiral Dynamics can help ensure your goals resonate with and motivate employees at different development levels.
For example, when cascading a goal around improving customer satisfaction:
The figure shows a three-dimensional model of the BSC with 4 perspectives on the upper plane. The fourth perspective of Learning and Growth is presented in the form of eight stages of Spiral Dynamics that the company's personnel go through. The second plane depicts the third perspective of the Internal Business Processes that people perform to create value for the Customer. The quality of staff execution of Internal Business Processes affects the first perspective of Financial. The third plane depicts the fourth Learning and Growth perspective in the form of eight stages of Spiral Dynamics that the company's personnel go through. Everything depends on people and on the correct use of the energy of their natural motivation for each of their development in the ever-changing environment of VUСA world.
So you understand the importance of using Spiral Dynamics to develop OKRs for HR in line with the company's strategy in the form of BSC. To develop your OKRs for HR, you only need to follow two steps:
We recommend to use the Tariff «Poll» for this point, all results in one place, export to MS Excel.
Here is an example of a list of OKRs across the 11 HR areas:
for each of the eight stages of Spiral Dynamics.
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide basic safety and security needs through stable compensation and benefits | Fulfilling basic needs | Highlighting job security and benefits | Reduce voluntary turnover rate by 5% |
| 2 | Purple | Foster a sense of belonging by highlighting team bonding opportunities | Building community | Describing team activities and social events | Increase team satisfaction score by 10% |
| 3 | Red | Enable achieving power and status through advancement opportunities | Gaining status | Promoting career growth opportunities | Increase internal promotions by 20% |
| 4 | Blue | Align recruiting process to organizational rules and norms | Maintaining order | Following structured, consistent hiring processes | Improve offer to acceptance ratio by 15% |
| 5 | Orange | Incentivize top talent by offering merit-based rewards | Achievement and success | Touting bonuses, merit increases, incentives | Increase applications from top tier talent by 30% |
| 6 | Green | Create an inclusive and diverse workforce | Equality and diversity | Seeking diverse candidates, valuing unique talents | Increase diversity hires by 25% |
| 7 | Yellow | Provide flexibility and autonomy in roles | Independence and freedom | Offering flexible schedules, remote work, customized roles | Reduce recruiter workload by 20% via personalized approaches |
| 8 | Turquoise | Connect work to a higher purpose | Meaning and purpose | Describing how the work contributes to society | Increase candidate pool resonance with company purpose by 40% |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide stable and secure employment | Basic needs | Offering job security and stability | Reduce involuntary turnover by 10% |
| 2 | Purple | Foster strong team bonds and sense of belonging | Community | Facilitating team building activities | Increase team satisfaction score by 15% |
| 3 | Red | Offer opportunities to gain status and recognition | Esteem | Providing awards and promotions | Increase rate of high performers by 20% |
| 4 | Blue | Create clear roles, responsibilities and processes | Order | Documenting procedures and policies | Improve policy awareness score by 30% |
| 5 | Orange | Incentivize top talent through rewards and advancement | Achievement | Providing bonuses and fast-track programs | Increase engagement of top performers by 25% |
| 6 | Green | Make work inclusive and accepting of all people | Equality | Providing diversity and inclusion training | Improve perceived inclusion score by 20% |
| 7 | Yellow | Provide autonomy and flexibility in how work gets done | Independence | Offering flexible schedules and remote work | Increase employee autonomy score by 15% |
| 8 | Turquoise | Connect employees' talents to meaningful outcomes | Purpose | Linking work to company vision and social good | Increase purpose alignment score by 40% |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide stable expectations and evaluations | Basic needs | Having predictable review cycles | Reduce negative feedback in reviews by 10% |
| 2 | Purple | Make reviews a collaborative team process | Belonging | Involving peer feedback | Increase participation in peer reviews by 20% |
| 3 | Red | Link reviews to status, awards and recognition | Esteem | Integrating performance ratings with rewards | Increase reviews scored as top performer by 15% |
| 4 | Blue | Conduct structured, standardized reviews | Order | Using consistent review templates | Ensure 100% review compliance |
| 5 | Orange | Set measurable goals tied to incentives | Achievement | Providing merit bonuses for goal attainment | Increase reviews rating exceeded goals by 25% |
| 6 | Green | Deliver feedback with empathy and support | Acceptance | Training managers on compassionate communication | Improve perceived fairness of reviews by 30% |
| 7 | Yellow | Customize reviews to individual talents and needs | Independence | Allowing self-designed review frameworks | Increase review creativity scores by 20% |
| 8 | Turquoise | Align reviews to employee growth and purpose | Purpose | Discussing life goals beyond work | Increase review purpose alignment score by 45% |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide fair pay that covers basic needs | Security | Offering living wages | Reduce voluntary turnover due to pay by 10% |
| 2 | Purple | Make benefits inclusive of family and dependents | Belonging | Extending benefits to family members | Increase family satisfaction with benefits by 15% |
| 3 | Red | Link pay to status, titles and recognition | Esteem | Offering prestigious job titles and awards | Increase share of compensation from bonuses and incentives by 20% |
| 4 | Blue | Maintain consistent, standardized pay structures | Order | Documenting clear compensation rules | Ensure 100% pay equity compliance |
| 5 | Orange | Pay for performance and goal achievement | Achievement | Providing merit increases and bonuses | Increase reviews rating exceeded goals by 25% |
| 6 | Green | Ensure compensation is fair and equitable | Equality | Conducting equity studies, transparent pay | Improve perceived pay fairness scores by 30% |
| 7 | Yellow | Customize rewards to individual needs | Freedom | Providing cafeteria benefits plans | Increase benefits personalization by 20% |
| 8 | Turquoise | Align rewards to employee growth and well-being | Purpose | Offering paid sabbaticals and growth opportunities | Increase reviews rating compensation supports development by 40% |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide job skills training for security | Safety | Offering basic job skills courses | Reduce skill gaps by 10% |
| 2 | Purple | Foster camaraderie through group trainings | Belonging | Facilitating team workshops | Increase training participation by 20% |
| 3 | Red | Link learning to promotions and advancement | Status | Providing management skills for promotion | Increase eligible candidates for promotion by 15% |
| 4 | Blue | Standardize training programs company-wide | Order | Documenting consistent programs | Ensure 100% completion of required training |
| 5 | Orange | Develop skills for optimal performance | Achievement | Offering sales, and productivity courses | Increase performance metrics by 25% |
| 6 | Green | Make learning inclusive and collaborative | Equality | Facilitating diverse sharing and growth | Improve inclusion rating of training by 30% |
| 7 | Yellow | Provide self-directed learning opportunities | Freedom | Offering access to online courses and budgets | Increase self-directed learning by 20% |
| 8 | Turquoise | Align learning to purpose and meaning | Purpose | Providing courses on ethics, mindfulness | Increase training fulfillment score by 40% |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide a predictable, stable work environment | Safety | Maintaining consistent routines | Reduce uncertainty perception by 10% |
| 2 | Purple | Build social solid connections and group identity | Belonging | Facilitating team building activities | Increase connection score by 15% |
| 3 | Red | Recognize achievements publicly | Esteem | Spotlighting awards and successes | Increase frequency of recognition by 20% |
| 4 | Blue | Align culture to core values | Order | Defining and communicating values | Improve values awareness by 30% |
| 5 | Orange | Foster a competitive, results-driven culture | Achievement | Providing contests, leaderboards | Increase performance metrics by 25% |
| 6 | Green | Make the culture open and inclusive | Equality | Promoting diversity and collaboration | Improve inclusion rating by 20% |
| 7 | Yellow | Provide flexibility and freedom in how work is done | Autonomy | Offering flexible schedules and locations | Increase autonomy rating by 15% |
| 8 | Turquoise | Connect work culture to higher purpose | Purpose | Describing societal impact | Increase sense of purpose at work by 40% |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide basic security through apparent workplace policies | Safety | Documenting clear, simple policies | Reduce policy violations by 10% |
| 2 | Purple | Foster close connections between co-workers | Belonging | Facilitating team building activities | Increase teammate connection score by 15% |
| 3 | Red | Praise leaders publicly for resolving conflicts | Status | Spotlighting successful mediations | Increase conflict resolution success by 20% |
| 4 | Blue | Align conflict resolution process to core values | Order | Using a standardised resolution process | Resolve 90% of conflicts within policy |
| 5 | Orange | Incentivize managers to minimise conflicts | Results | Providing rewards for low complaint rates | Reduce complaints by 25% |
| 6 | Green | Resolve conflicts through open communication | Equality | Training in nonviolent communication | Increase perceived conflict fairness by 30% |
| 7 | Yellow | Customize resolution process to individual conflicts | Freedom | Allowing flexible mediation approaches | Increase satisfaction with the resolution process by 20% |
| 8 | Turquoise | Treat conflict resolution as opportunities for growth | Purpose | Facilitating reconciliation and forgiveness | Increase the perceived value in resolutions by 40% |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide job security through stable employment | Safety | Offering permanent positions | Reduce involuntary turnover by 10% |
| 2 | Purple | Build community belonging through teams | Belonging | Facilitating team building activities | Increase team connection score by 15% |
| 3 | Red | Reward loyalty with prestigious awards | Esteem | Providing recognition for tenure | Increase 5+ year retention by 20% |
| 4 | Blue | Clearly communicate company values and purpose | Order | Defining and sharing vision and values | Improve values awareness by 30% |
| 5 | Orange | Incentivize top talent to stay via rewards | Achievement | Providing bonuses and advancement opportunities | Increase retention of high performers by 25% |
| 6 | Green | Make the workplace more inclusive and equitable | Equality | Improving diversity, equity and inclusion | Increase perceived inclusion by 20% |
| 7 | Yellow | Provide flexibility and freedom in how and where work is done | Freedom | Offering flexible schedules and locations | Increase work flexibility score by 15% |
| 8 | Turquoise | Foster personal growth opportunities at work | Purpose | Providing development programs and sabbaticals | Increase retention of developed employees by 40% |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide equal physical safety for all employees | Security | Evaluating facilities for accessibility | Reduce safety incidents by 10% across groups |
| 2 | Purple | Build community bonding opportunities across groups | Belonging | Facilitating inclusive team building | Increase connection score equality by 15% |
| 3 | Red | Celebrate achievements by those from underrepresented groups | Esteem | Spotlighting diversity award winners | Increase underrepresented group award rate by 20% |
| 4 | Blue | Standardize equitable hiring, promotion and pay policies | Order | Documenting consistent, fair processes | Achieve statistical pay and promotion parity |
| 5 | Orange | Incentivize managers to meet DEIB goals | Achievement | Providing rewards for improving diversity metrics | Increase diverse hires and promotions by 25% |
| 6 | Green | Make the workplace more inclusive and equitable | Equality | Improving access, fairness and equity | Increase perceived inclusion by 30% |
| 7 | Yellow | Support flexible expression of diverse identities | Freedom | Allowing flexible self-identification | Increase identity expression comfort by 20% |
| 8 | Turquoise | Connect DEIB to the purpose of valuing all people | Purpose | Communicating why DEIB matters | Increase sense of belonging by 40% across groups |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide simple, clear rules and expectations | Safety | Documenting basic workplace policies | Reduce handbook violations by 10% |
| 2 | Purple | Build compliance as a community responsibility | Belonging | Facilitating collective training | Increase training participation by 20% |
| 3 | Red | Praise leaders who achieve compliance goals | Esteem | Spotlighting successful initiatives | Increase compliance leader awards by 15% |
| 4 | Blue | Align compliance to core organizational values | Order | Linking to values in training | Improve compliance values recall by 30% |
| 5 | Orange | Incentivize compliance through rewards | Achievement | Providing bonuses for passing audits | Increase audit performance metrics by 25% |
| 6 | Green | Foster ethical, equitable compliance culture | Equality | Promoting fair and moral practices | Improve perceived ethical compliance by 20% |
| 7 | Yellow | Allow flexibility in how guidelines are followed | Freedom | Providing interpretation guidance | Increase perceived flexibility by 15% |
| 8 | Turquoise | Connect guidelines to higher purpose | Purpose | Explaining the why behind rules | Increase compliance purpose clarity by 40% |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | This objective is focused on | This could be done by | Key Results |
| 1 | Beige | Provide basic healthcare and time off | Safety | Offering insurance and providing paid time off | Reduce uninsured rate by 10% |
| 2 | Purple | Encourage supportive social connections | Belonging | Facilitating group activities | Increase teammate connection score by 15% |
| 3 | Red | Reward participation in wellness activities | Esteem | Providing recognition and prizes | Increase wellness program enrollment by 20% |
| 4 | Blue | Maintain consistent wellness standards | Order | Documenting straightforward programs and policies | Ensure 100% access to wellness offerings |
| 5 | Orange | Incentivize healthy behaviors and results | Achievement | Providing health bonuses and premium discounts | Reduce insurance premiums by 25% |
| 6 | Green | Make wellness programs inclusive and accessible | Equality | Accommodating needs and limitations | Increase wellness program diversity by 30% |
| 7 | Yellow | Provide flexibility in health and wellness options | Freedom | Offering alternatives and customization | Increase personalized wellness by 20% |
| 8 | Turquoise | Connect wellness to employee purpose and meaning | Purpose | Explaining the why behind offerings | Increase perceived wellness value by 40% |
Developing OKRs for HR through the lens of Spiral Dynamics results in objectives and key results that speak to employees' motivations at all stages of development. To measure how well HR OKRs align with Spiral Dynamics, relevant metrics from polls that track psycho-emotional dynamics can provide valuable insights. In this article, we highlight reports of constant VUCA polls by SDTEST correlating to different Spiral Dynamics stages and can be used to gauge the effectiveness of tailored HR OKRs.
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide basic safety and security needs through stable compensation and benefits | Reduce voluntary turnover rate by 5% | Actions of companies in relation to personnel in the last month (yes / no) | This poll shows actions taken related to job/ pay security, correlating with Beige motivations | % of actions taken to reduce pay/staff would indicate risk to key result | A decrease signals less risk of turnover, while an increase signals more risk |
| 2 | Purple | Foster a sense of belonging by highlighting team bonding opportunities | Increase team satisfaction score by 10% | Actions of companies in relation to personnel in the last month (yes / no), Gender difference in building self-confidence (IFD Allensbach) | These polls relate to team bonds/ community, correlating with Purple values | % of team events and satisfaction scores would measure progress | Increases show more bonding, decreases suggest insufficient bonding opportunities |
| 3 | Red | Enable achieving power and status through advancement opportunities | Increase internal promotions by 20% | What qualities and abilities do good leaders use when building successful teams? | This poll indicates qualities valued in leadership, correlating with Red motivations | % of qualities related to power/status would indicate appeal to Red | More qualities related to power/status indicate effective Red appeals, fewer suggest insufficient Red focus |
| 4 | Blue | Align recruiting process to organizational rules and norms | Improve offer to acceptance ratio by 15% | Reasons why people give up (by Anna Vital) | Reasons related to lack of structure/ consistency correlate to Blue order | Changes in ratio would indicate if new process improves compliance | Increased ratio shows alignment to Blue values, decreased ratio indicates insufficient structure |
| 5 | Orange | Incentivize top talent by offering merit-based rewards | Increase applications from top tier talent by 30% | Google. Factors that impact team effectiveness | Factors related to incentives and achievement correlate to Orange motivations | Increase in top tier applicants would show effectiveness | An increase shows rewards are attracting talent, a decrease suggests insufficient incentives |
| 6 | Green | Create an inclusive and diverse workforce | Increase diversity hires by 25% | Ageism in career | This poll measures perceptions of equality/ inclusion, correlating with Green values | Changes in diversity hiring % would indicate progress | Positive changes show progress on diversity hiring, negative changes indicate insufficient inclusion |
| 7 | Yellow | Provide flexibility and autonomy in roles | Reduce recruiter workload by 20% via personalized approaches | Are you ready to receive less pay to work remotely? | This poll measures desire for flexibility/ freedom in work, aligning with Yellow | Declines in recruiter workload through flexibility would show impact | Declines in workload indicate flexibility is being provided, increases show insufficient flexibility |
| 8 | Turquoise | Connect work to a higher purpose | Increase candidate pool resonance with company purpose by 40% | Where would be your next most exciting opportunity? | This poll indicates desire to find meaning/ purpose at work, correlating with Turquoise thinking | Increased candidate resonance with purpose would indicate effectiveness | Increases show greater purpose resonance, decreases indicate insufficient purpose communication |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide stable and secure employment | Reduce involuntary turnover by 10% | Actions of companies in relation to personnel in the last month (yes / no) | This poll measures actions related to job/ pay security, aligning with Beige needs | Changes in involuntary turnover rate would show impact | Decreases show more excellent retention, increases signal insufficient security |
| 2 | Purple | Foster strong team bonds and sense of belonging | Increase team satisfaction score by 15% | Actions of companies in relation to personnel in the last month (yes / no), Gender difference in building self-confidence (IFD Allensbach) | These polls measure team relationships/ community, correlating with Purple | Team satisfaction scores would indicate progress | Increases show more bonding, decreases suggest insufficient community building |
| 3 | Red | Offer opportunities to gain status and recognition | Increase rate of high performers by 20% | What qualities and abilities do good leaders use when building successful teams? | This poll aligns with Red motivations around status and power | % increase in high performers would show effectiveness | Increases show rewards and recognition are motivating top talent, decreases suggest insufficient Red incentives |
| 4 | Blue | Create clear roles, responsibilities and processes | Improve policy awareness score by 30% | Reasons why people give up (by Anna Vital) | Reasons related to lack of order/ consistency correlate with Blue | Increased policy awareness would indicate progress | Increases show greater process clarity, decreases signal insufficient structure |
| 5 | Orange | Incentivize top talent through rewards and advancement | Increase engagement of top performers by 25% | Google. Factors that impact team effectiveness | Factors related to incentives and achievement correlate to Orange | Increased engagement of top performers would indicate effectiveness | Increases show rewards engage top talent, decreases suggest insufficient incentives |
| 6 | Green | Make work inclusive and accepting of all people | Improve perceived inclusion score by 20% | Ageism in career | This poll measures perceptions of equality/ inclusion, aligning with Green | Changes in perceived inclusion would show progress | Increases show greater inclusion, decreases indicate insufficient equity |
| 7 | Yellow | Provide autonomy and flexibility in how work gets done | Increase employee autonomy score by 15% | Are you ready to receive less pay to work remotely? | This poll measures the desire for flexibility/ freedom at work, correlating with Yellow | Increased autonomy scores would indicate more significant flexibility | Increases show more autonomy is being provided, decreases suggest insufficient freedom |
| 8 | Turquoise | Connect employees' talents to meaningful outcomes | Increase purpose alignment score by 40% | Where would be your next most exciting opportunity? | This poll indicates a desire for meaning/ purpose at work, aligning with Turquoise | Increased purpose alignment would show progress | Increases show greater purpose linkage, decreases indicate insufficient meaning |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide stable expectations and evaluations | Reduce negative feedback in reviews by 10% | What makes a boss a great leader? | This poll indicates preferences in leadership that provide stability, aligning with Beige | Changes in negative feedback would indicate more stable reviews | Decreases signal more predictable reviews, and increases suggest insufficient stability |
| 2 | Purple | Make reviews a collaborative team process | Increase participation in peer reviews by 20% | What makes people successful at work? | This poll focuses on teamwork/ collaboration, correlating with Purple values | Increased peer review participation would show progress | Increases indicate more collaboration, and decreases suggest insufficient team orientation |
| 3 | Red | Link reviews to status, awards and recognition | Increase reviews scored as top performer by 15% | What qualities and abilities do good leaders use when building successful teams? | This poll aligns with Red motivations around status and power | % of top performer reviews would indicate effectiveness | Increases show rewards are motivating top performance, and decreases suggest insufficient incentives |
| 4 | Blue | Conduct structured, standardized reviews | Ensure 100% review compliance | Reasons why people give up (by Anna Vital) | Reasons related to lack of structure/ consistency correlate to Blue | 100% compliance would show achievement of key results | Full compliance indicates sufficient structure, and non-compliance suggests a lack of order |
| 5 | Orange | Set measurable goals tied to incentives | Increase reviews rating exceeded goals by 25% | The main priorities of job seekers | This poll indicates preferences for achievement and incentives, aligning with Orange | Increased % of reviews exceeding goals would show progress | Increases show incentives are driving goal achievement, decreases suggest insufficient motivation |
| 6 | Green | Deliver feedback with empathy and support | Improve perceived fairness of reviews by 30% | I live thinking about my past, present or future | Living in the present correlates with compassionate communication of Green | Increased perceived fairness would indicate more empathetic delivery | Increases show greater empathy, decreases signal insufficient compassion |
| 7 | Yellow | Customize reviews to individual talents and needs | Increase review creativity scores by 20% | Are you ready to receive less pay to work remotely? | This poll measures the desire for customization and flexibility, correlating with Yellow | Increased creativity scores would show more significant customization | Increases indicate more personalization, decreases suggest insufficient flexibility |
| 8 | Turquoise | Align reviews to employee growth and purpose | Increase review purpose alignment score by 45% | Where would be your next most exciting opportunity? | This poll indicates a desire for meaning and purpose, aligning with Turquoise | Increased purpose alignment scores would show progress | Increases show greater purpose linkage, decreases suggest insufficient meaning |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide fair pay that covers basic needs | Reduce voluntary turnover due to pay by 10% | Actions of companies in relation to personnel in the last month (yes / no) | This poll measures pay actions related to security, aligning with Beige | Turnover due to pay would indicate if needs are met | Decreases signal needs are being met, increases suggest insufficient security |
| 2 | Purple | Make benefits inclusive of family and dependents | Increase family satisfaction with benefits by 15% | Actions of companies in relation to personnel in the last month (fact in %) | This poll measures personnel actions relating to belonging/ family | Family satisfaction scores would show progress | Increases indicate greater inclusion, decreases suggest insufficient belonging |
| 3 | Red | Link pay to status, titles and recognition | Increase share of compensation from bonuses and incentives by 20% | What qualities and abilities do good leaders use when building successful teams? | This poll aligns with Red motivations around status and power | Increased share from bonuses would indicate effectiveness | Increases show rewards are providing status, decreases suggest insufficient esteem |
| 4 | Blue | Maintain consistent, standardized pay structures | Ensure 100% pay equity compliance | Reasons why people give up (by Anna Vital) | Reasons related to lack of structure/ consistency correlate to Blue | Achieving pay equity compliance would indicate order | Full compliance shows sufficient structure, non-compliance indicates inconsistencies |
| 5 | Orange | Pay for performance and goal achievement | Increase reviews rating exceeded goals by 25% | The main priorities of job seekers | This poll indicates preferences for achievement and incentives, aligning with Orange | Increased % of reviews exceeding goals would indicate effectiveness | Increases show pay driving achievement, decreases suggest insufficient motivation |
| 6 | Green | Ensure compensation is fair and equitable | Improve perceived pay fairness scores by 30% | Ageism in career | This poll measures perceptions of equality/ fairness, correlating with Green | Increased perceived fairness would show progress | Increases indicate more significant equity, decreases suggest insufficient fairness |
| 7 | Yellow | Customize rewards to individual needs | Increase benefits personalization by 20% | Are you ready to receive less pay to work remotely? | This poll measures the desire for customization and flexibility, aligning with Yellow | Increased personalization would indicate more significant customization | Increases show more customization is being provided, decreases indicate insufficient flexibility |
| 8 | Turquoise | Align rewards to employee growth and well-being | Increase reviews rating compensation supports development by 40% | Where would be your next most exciting opportunity? | This poll indicates a desire for meaning/ purpose at work, correlating with Turquoise | Increased ratings that compensation supports development would show progress | Increases show rewards are enabling growth, decreases suggest insufficient developmental support |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide job skills training for security | Reduce skill gaps by 10% | What makes people successful at work? | This poll indicates preferences for job security, aligning with Beige motivations | Reduced skills gaps would indicate more significant security | Decreases signal skills are being developed, increases suggest insufficient training |
| 2 | Purple | Foster camaraderie through group trainings | Increase training participation by 20% | What makes people successful at work?, Gender difference in building self-confidence (IFD Allensbach) | These polls relate to teams/community, correlating with Purple values | Increased participation would show progress | Increases indicate greater engagement and decreases suggest insufficient community appeal |
| 3 | Red | Link learning to promotions and advancement | Increase eligible candidates for promotion by 15% | What qualities and abilities do good leaders use when building successful teams? | This poll aligns with Red motivations around status and power | Increased promotion eligibility would indicate effectiveness | Increases show training is developing leaders, decreases suggest insufficient advancement preparation |
| 4 | Blue | Standardize training programs company-wide | Ensure 100% completion of required training | Reasons why people give up (by Anna Vital) | Reasons related to lack of structure/ consistency correlate to Blue | 100% completion would show order | Full compliance indicates sufficient structure and lower completion suggests inconsistencies |
| 5 | Orange | Develop skills for optimal performance | Increase performance metrics by 25% | The main priorities of job seekers | This poll indicates preferences for achievement and results, aligning with Orange | Increased performance metrics would show progress | Increases indicate skills are improving performance and decreases suggest an insufficient impact |
| 6 | Green | Make learning inclusive and collaborative | Improve inclusion rating of training by 30% | Ageism in career | This poll measures perceptions of inclusion/ equality, correlating with Green | Increased inclusion rating would indicate more equality | Increases show greater inclusion, and decreases indicate insufficient equity |
| 7 | Yellow | Provide self-directed learning opportunities | Increase self-directed learning by 20% | Are you ready to receive less pay to work remotely?, Where would be your next most exciting opportunity? | These polls measure the desire for freedom and exploration, aligning with Yellow | Increased self-directed learning would show more freedom | Increases indicate more autonomy is being provided, decreases suggest insufficient flexibility |
| 8 | Turquoise | Align learning to purpose and meaning | Increase training fulfillment score by 40% | Where would be your next most exciting opportunity? | This poll indicates a desire for purpose and meaning, correlating with Turquoise | Increased fulfillment scores would show more significant purpose alignment | Increases show training is more meaningful, decreases suggest insufficient purpose |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide a predictable, stable work environment | Reduce uncertainty perception by 10% | Fears | This poll measures perceptions of safety/ stability, aligning with Beige needs | Reduced uncertainty would indicate increased stability | Decreases signal greater predictability, and increases suggest insufficient stability |
| 2 | Purple | Build social solid connections and group identity | Increase connection score by 15% | Actions of companies in relation to personnel in the last month (yes / no), Gender difference in building self-confidence (IFD Allensbach) | These polls relate to community and teams, correlating with Purple | Increased connection scores would show progress | Increases indicate stronger bonds, decreases suggest insufficient community |
| 3 | Red | Recognize achievements publicly | Increase frequency of recognition by 20% | Are you ready to receive less pay to work remotely? | This poll indicates a desire for recognition, aligning with Red motivations | Increased frequency of recognition would show effectiveness | Increases show rewards are motivating, decreases suggest insufficient praise |
| 4 | Blue | Align culture to core values | Improve values awareness by 30% | Biggest problems facing my country | This poll measures the desire for order and principles, correlating with Blue | Increased value awareness would indicate more significant alignment | Increases indicate values are clarified, decreases suggest insufficient structure |
| 5 | Orange | Foster a competitive, results-driven culture | Increase performance metrics by 25% | Biggest problems facing my country | This poll indicates preferences for achievement and results, aligning with Orange | Increased performance metrics would show a more results-driven culture | Increases indicate greater competitiveness, decreases suggest insufficient drive |
| 6 | Green | Make the culture open and inclusive | Improve inclusion rating by 20% | Ageism in career | This poll measures perceptions of inclusion and equality, correlating with Green values | Increased inclusion rating would indicate more openness | Increases show more inclusiveness, and decreases indicate insufficient equality |
| 7 | Yellow | Provide flexibility and freedom in how work is done | Increase autonomy rating by 15% | Are you ready to receive less pay to work remotely?, Where would be your next most exciting opportunity? | These polls measure the desire for freedom and flexibility, aligning with Yellow | Increased autonomy ratings would show more flexibility | Increases indicate greater autonomy, decreases suggest insufficient freedom |
| 8 | Turquoise | Connect work culture to higher purpose | Increase sense of purpose at work by 40% | Where would be your next most exciting opportunity? | This poll indicates a desire for purpose and meaning, correlating with Turquoise | Increased sense of purpose would show more significant alignment | Increases show more meaningful work, and decreases suggest insufficient purpose |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide basic security through apparent workplace policies | Reduce policy violations by 10% | What makes a boss a great leader? | This poll indicates preferences for clear policies, aligning with Beige needs for stability | Reduced violations would show more significant policy adherence | Decreases indicate greater compliance, increases suggest insufficient clarity |
| 2 | Purple | Foster close connections between co-workers | Increase teammate connection score by 15% | Actions of companies in relation to personnel in the last month (yes / no), Gender difference in building self-confidence (IFD Allensbach) | These polls relate to teams and bonds, correlating with Purple values | Increased connection scores would indicate progress | Increases show stronger relationships, decreases suggest insufficient community |
| 3 | Red | Praise leaders publicly for resolving conflicts | Increase conflict resolution success by 20% | What qualities and abilities do good leaders use when building successful teams? | This poll aligns with Red motivations around status and power | Increased success rate would show more effective leaders | Increases indicate rewards are motivating better leadership, decreases suggest insufficient praise |
| 4 | Blue | Align conflict resolution process to core values | Resolve 90% of conflicts within policy | Reasons why people give up (by Anna Vital) | Reasons related to lack of structure/ consistency correlate to Blue | Achieving 90% resolution alignment would show order | Higher alignment shows process is structured; lower alignment indicates insufficient consistency |
| 5 | Orange | ncentivize managers to minimise conflicts | Reduce complaints by 25% | The main priorities of job seekers | This poll indicates preferences for incentives and results, aligning with Orange | Decreased complaints would show more significant minimization of conflicts | Decreases indicate incentives are effective; increases suggest insufficient motivation |
| 6 | Green | Resolve conflicts through open communication | Increase perceived conflict fairness by 30% | I live thinking about my past, present or future | Living in the present correlates with open, compassionate communication per Green values | Increased perceived fairness would indicate more open communication | Increases show communication is improving; decreases indicate insufficient dialog |
| 7 | Yellow | Customize resolution process to individual conflicts | Increase satisfaction with the resolution process by 20% | Are you ready to receive less pay to work remotely? | This poll measures desire for customization and flexibility, correlating with Yellow | Increased satisfaction would show more tailoring to situations | Increases indicate greater customization, decreases suggest insufficient flexibility |
| 8 | Turquoise | Treat conflict resolution as opportunities for growth | Increase the perceived value in resolutions by 40% | Where would be your next most exciting opportunity? | This poll indicates a desire for meaning and purpose, aligning with Turquoise | Increased perceived value would show more significant growth orientation | Increases show conflicts are seen as learning opportunities, decreases suggest an insufficient perspective change |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide job security through stable employment | Reduce involuntary turnover by 10% | Actions of companies in relation to personnel in the last month (yes / no) | This poll measures job/ pay security actions, aligning with Beige needs | Reduced involuntary turnover would show more significant retention | Decreases indicate greater security, and increases suggest insufficient stability |
| 2 | Purple | Build community belonging through teams | Increase team connection score by 15% | Actions of companies in relation to personnel in the last month (yes / no), Gender difference in building self-confidence (IFD Allensbach) | These polls relate to teams/ community, correlating with Purple values | Increased connection scores would indicate more significant belonging | Increases show stronger bonds, decreases suggest insufficient community |
| 3 | Red | Reward loyalty with prestigious awards | Increase 5+ year retention by 20% | Are you ready to receive less pay to work remotely? | This poll indicates a desire for recognition, aligning with Red motivations | Increased 5+ year retention would show rewards are effective | Increases indicate awards are incentivizing loyalty, decreases suggest insufficient prestige |
| 4 | Blue | Clearly communicate company values and purpose | Improve values awareness by 30% | Biggest problems facing my country | This poll measures the desire for order and principles, correlating with Blue | Increased values awareness would show more significant communication | Increases indicate values are clarified, decreases suggest insufficient messaging |
| 5 | Orange | Incentivize top talent to stay via rewards | Increase retention of high performers by 25% | The main priorities of job seekers | This poll indicates preferences for incentives and advancement, aligning with Orange | Increased retention of high performers would show incentives are working | Increases show rewards are compelling, decreases suggest insufficient motivation |
| 6 | Green | Make the workplace more inclusive and equitable | Increase perceived inclusion by 20% | Ageism in career | This poll measures perceptions of inclusion/ equality, correlating with Green values | Increased perceived inclusion would indicate a more inclusive culture | Increases show more significant equity, and decreases indicate insufficient fairness |
| 7 | Yellow | Provide flexibility and freedom in how and where work is done | Increase work flexibility score by 15% | Are you ready to receive less pay to work remotely?, Where would be your next most exciting opportunity? | These polls measure the desire for freedom and flexibility, aligning with Yellow | Increased flexibility scores would show more freedom | Increases indicate more autonomy, decreases suggest insufficient options |
| 8 | Turquoise | Foster personal growth opportunities at work | Increase retention of developed employees by 40% | Where would be your next most exciting opportunity? | This poll indicates a desire for purpose and meaning, correlating with Turquoise | Increased retention of developed employees would show opportunities are effective | Increases show growth is being supported, decreases indicate insufficient development |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide equal physical safety for all employees | Reduce safety incidents by 10% across groups | What makes people successful at work? | This poll indicates preferences for physical safety/ security, aligning with Beige | Reduced safety incidents would show increased security | Decreases indicate more significant equity in safety, and increases suggest insufficient protection |
| 2 | Purple | Build community bonding opportunities across groups | Increase connection score equality by 15% | Actions of companies in relation to personnel in the last month (yes / no), Gender difference in building self-confidence (IFD Allensbach) | These polls relate to community/team bonds, correlating with Purple values | Increased connection equality would show more inclusive bonds | Increases indicate stronger cross-group relationships, decreases suggest insufficient integration |
| 3 | Red | Celebrate achievements by those from underrepresented groups | Increase underrepresented group award rate by 20% | What qualities and abilities do good leaders use when building successful teams? | This poll aligns with Red motivations around status and power | Increased award rate would show more representation | Increases indicate rewards are motivating equity in recognition, decreases suggest insufficient praise |
| 4 | Blue | Standardize equitable hiring, promotion and pay policies | Achieve statistical pay and promotion parity | Reasons why people give up (by Anna Vital) | Reasons related to lack of structure/ consistency correlate to Blue | Achieving statistical parity would indicate standardized policies | Parity shows sufficient formalization, disparities indicate inconsistencies |
| 5 | Orange | Incentivize managers to meet DEIB goals | Increase diverse hires and promotions by 25% | Ageism in career | This poll measures achievement around inclusion and diversity, aligning with Orange | Increased diverse hires and promotions would show incentives are effective | Increases indicate rewards are furthering equity, decreases suggest insufficient motivation |
| 6 | Green | Make the workplace more inclusive and equitable | Increase perceived inclusion by 30% | Ageism in career | This poll measures perceptions of inclusion and equality, correlating with Green values | Increased perceived inclusion would show a more inclusive culture | Increases indicate more significant equity, decreases suggest insufficient fairness |
| 7 | Yellow | Support flexible expression of diverse identities | Increase identity expression comfort by 20% | Are you ready to receive less pay to work remotely? | This poll measures the desire for freedom/ flexibility, aligning with Yellow | Increased comfort would indicate more support for expression | Increases show greater ability to self-identify, decreases indicate insufficient psychological safety |
| 8 | Turquoise | Connect DEIB to the purpose of valuing all people | Increase sense of belonging by 40% across groups | Where would be your next most exciting opportunity? | This poll indicates a desire for purpose/ meaning, correlating with Turquoise | Increased belonging would show more significant perceived value | Increases indicate people feel more valued, and decreases suggest insufficient messaging on shared humanity |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide simple, clear rules and expectations | Reduce handbook violations by 10% | What makes a boss a great leader? | This poll indicates a preference for clear policies, aligning with Beige needs for stability | Decreased violations would show more significant adherence | Decreases indicate greater compliance, increases suggest insufficient clarity |
| 2 | Purple | Build compliance as a community responsibility | Increase training participation by 20% | Actions of companies in relation to personnel in the last month (yes / no), Gender difference in building self-confidence (IFD Allensbach) | These polls relate to teams/community, correlating with Purple values | Increased participation would indicate more significant community buy-in | Increases show shared commitment and decreases suggest insufficient group engagement |
| 3 | Red | Praise leaders who achieve compliance goals | Increase compliance leader awards by 15% | What qualities and abilities do good leaders use when building successful teams? | This poll aligns with Red motivations around status and power | More awards would show effective compliance leadership | Increases indicate rewards are furthering success, decreases suggest insufficient praise |
| 4 | Blue | Align compliance to core organizational values | Improve compliance values recall by 30% | Biggest problems facing my country | This poll measures desire for order/ principles, correlating with Blue | Improved recall would show greater value alignment | Increases indicate more vital value linkage, decreases suggest insufficient messaging |
| 5 | Orange | Incentivize compliance through rewards | Increase audit performance metrics by 25% | Biggest problems facing my country | This poll indicates preferences for incentives/ results, aligning with Orange | Improved audit metrics would show incentives are effective | Increases indicate rewards for further compliance, decreases suggest insufficient motivation |
| 6 | Green | Foster ethical, equitable compliance culture | Improve perceived ethical compliance by 20% | I live thinking about my past, present or future | Living in the present correlates to ethical, compassionate practices per Green | Increased perceived ethics would show a more equitable culture | Increases indicate greater morality, decreases suggest insufficient justice |
| 7 | Yellow | Allow flexibility in how guidelines are followed | Increase perceived flexibility by 15% | Are you ready to receive less pay to work remotely? | This poll measures the desire for flexibility/ freedom, correlating with Yellow | Increased perceived flexibility would indicate more freedom | Increases show more autonomy, and decreases indicate insufficient options |
| 8 | Turquoise | Connect guidelines to higher purpose | Increase compliance purpose clarity by 40% | Where would be your next most exciting opportunity? | This poll indicates a desire for purpose/ meaning, aligning with Turquoise | Increased purpose clarity would show greater connections made | Increases indicate people understand the why, decreases suggest insufficient messaging |
| # | Stage of Spiral Dynamics | Spiral Dynamics Objectives | Key Results | Matching VUCA polls | Arguments for matching polls | How VUCA polls results measure OKR | How to interpret a positive or negative change |
| 1 | Beige | Provide basic healthcare and time off | Reduce uninsured rate by 10% | Actions of companies in relation to personnel in the last month (yes / no) | This poll measures job security actions, aligning with Beige safety needs | Decreased uninsured rate would indicate basic needs met | Declines indicate more excellent coverage, increases suggest insufficient security |
| 2 | Purple | Encourage supportive social connections | Increase teammate connection score by 15% | Actions of companies in relation to personnel in the last month (yes / no), Gender difference in building self-confidence (IFD Allensbach) | These polls relate to community/ teams, correlating with Purple values | Increased connection scores would show more supportive connections | Increases indicate more excellent bonding, decreases suggest insufficient comradery |
| 3 | Red | Reward participation in wellness activities | Increase wellness program enrollment by 20% | What will you do this week to look after your mental health? | This poll indicates wellness actions correlating with Red motivations for recognition | Increased enrollment would show rewards are effective | Increases show incentives work, decreases suggest insufficient prestige |
| 4 | Blue | Maintain consistent wellness standards | Ensure 100% access to wellness offerings | Biggest problems facing my country | This poll measures desire for order/ principles, aligning with Blue | 100% access would indicate maintained standards | Full access shows consistency; gaps in access indicate variability |
| 5 | Orange | Incentivize healthy behaviors and results | Reduce insurance premiums by 25% | The main priorities of job seekers | This poll indicates preferences for incentives and results, aligning with Orange | Decreased premiums would show incentives promote health | Declines indicate rewards for further wellness, increases suggest insufficient motivation |
| 6 | Green | Make wellness programs inclusive and accessible | Increase wellness program diversity by 30% | Ageism in career | This poll measures perceptions of inclusion and accessibility, correlating with Green values | Increased diversity would indicate more inclusion | Increases show more significant equity, and decreases indicate insufficient accessibility |
| 7 | Yellow | Provide flexibility in health and wellness options | Increase personalized wellness by 20% | Are you ready to receive less pay to work remotely? | This poll measures the desire for flexibility/ freedom, aligning with Yellow | Increased personalization would indicate more options | Increases show greater customization, decreases suggest insufficient choices |
| 8 | Turquoise | Connect wellness to employee purpose and meaning | Increase perceived wellness value by 40% | Where would be your next most exciting opportunity? | This poll indicates a desire for purpose/ meaning, correlating with Turquoise | Increased perceived value would show greater connections to purpose | Increases indicate people see the relevance, decreases suggest insufficient meaning |
Developing HR OKRs aligned to Spiral Dynamics stages ensures objectives that speak to employee motivations across the developmental spectrum. This results in greater employee engagement, as HR initiatives resonate with and meet the needs of diverse mindsets and values. Measuring results and trends in psycho-emotional dynamics via relevant polls provides insight into how well HR initiatives engage different groups. This allows for adjustment as needed to optimize motivation.
The essential advantage of incorporating Spiral Dynamics into HR goal setting and measurement is the ability to create a comprehensive set of objectives tailored to each level of human development. This approach allows HR to execute integrated initiatives that align, motivate, and engage the workforce.
By tapping into the core motivations at each stage, HR can craft messages, incentives, and experiences that speak to employees intrinsically. This builds a sense of meaning and purpose across the organization. With employees united around shared objectives aligned to their values, engagement and performance improve.
Organizations can build a high productivity and achievement culture when all employees feel valued and empowered to contribute at their full potential. By applying Spiral Dynamics to guide HR strategy, goals, and metrics, organizations can execute tailored plans that successfully meet the needs of a multidimensional workforce. This drives higher performance, satisfaction, and organizational success by leveraging the strengths of the entire employee population.
Want to learn more about applying Spiral Dynamics and OKRs to HR and business strategy?
Check out these resources:
