Employer Responsiveness resource pack

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The Quality Improvement Agency for Lifelong Learning (QIA) 2007

Employer Responsiveness resource pack

The McKinsey 7S model

The factors are listed below with some
examples of dysfunctional and highly
functional states.
Rate your organisation on the scale of 15,
where 1 represents the dysfunctional ways of
working and 5 represents highly functional
ways of working. Invite your colleagues to do
the same.
Use the model to start conversations. Give
each other specific examples to back up your
assessments, then identify where you would
like to make improvements and develop an
action plan to help you move further towards
the ideal state. Bear in mind that changes to
one factor will create a chain reaction with
others.
This is a useful exercise to do in an annual
review of activity and strategic direction.

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The Quality Improvement Agency for Lifelong Learning (QIA) 2007

Employer Responsiveness resource pack

Factor

Examples of dysfunctional
state

Examples of highly functional

state

Strategy

Short term
Reactive
Directionless
Internally focused

Clear vision of future direction

Well-developed action plan
Alert to influence of external
factors

Structure

Confusion over who does what

Poor communication
Conflicting targets

Clear understanding of purpose

and functions
Understanding where
responsibility and accountability
lie
Flexibility

Systems

Disparate records
Data errors
Reliance on paperwork

Tailored solutions
Ways of collecting and accessing
accurate data

Style

Sub-cultures that work

independently

Commitment to sharing and cooperation

Different approaches to results

and customer experiences

Open and honest communication

Buy-in at all levels

Shared values

Internal conflict
Unproductive competition
Lack of sharing

Collaboration
Common culture
People working in a supportive
fashion

Staff

Disparate approaches to
recruitment
No plan to develop everyone

Appropriate processes for staff

selection, motivation and reward
systems

Rewards perceived as being

unfair

Right people in post

Regular reviews with all staff
Commitment to sharing and
cooperation
Open and honest communication
Buy-in at all levels

Skills

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Out-of-date job descriptions

People lacking appropriate skills

Skills appropriate to work to be

done.

The Quality Improvement Agency for Lifelong Learning (QIA) 2007