OAMPS Survey Response Rate

Out of 874 OAMPS employees, 537 responded to the survey. The overall response rate for this survey was 61.5%. The response rate varied greatly throughout the various divisions.

Total Employees Response Rate

AIIL 56 68%

Head Office 18 94%

IT/Corporate Services 64 40%

National Broking 45 58%

OFM 50 52%

OIB 535 70%

OUA 104 28%


Clarity: Vision and Mission

The clarity index is a measure of how clearly articulated the vision (the long term direction), the mission (the long term goals) and the culture (how people work and interact in every day situations) is represented in the organisation. This includes how these vital aspects are documented, reinforced and supported in every aspect of the organisation.

Vision Mission Culture


OAMPS Clarity Index 4.9 4.9 5.1

AIIL 4.7 4.6 4.8

HO 4.8 5.0 4.9

IT/CORP 4.7 4.6 4.5

NAT BROKING 5.5 5.5 5.7

OFM 4.4 4.3 4.6

OIB 5.0 4.9 5.1

OUA 4.8 4.9 5.4

The results across OAMPS indicate that the organisationís stated Vision, Mission and Culture have not been clearly articulated across the entire company. The exception is in National Broking where the results are more positive than other divisions in the company.


o That OAMPS undertakes a major review of its Vision (desired long term direction) and the Mission (long term goals) and ensure that these are being communicated effectively across all divisions. It is also recommended that key milestones are articulated and that these are celebrated when reached.

o With regard to the desired OAMPS Culture, ensure that the behaviours that support this culture have been articulated and are reinforced through performance and team measures.
Leadership, Management and Change

In order to effectively lead and manage a changing organisation, leadership qualities need to be evident at all levels of the organisation. Aligned organizations need effective leaders to sustain growth, motivate employees and to provide vision for the future.


Effective leadership needs to be present in all levels of the organization. Leadership qualities and talents will be different in the various levels of the organization, and all members of OAMPS should feel able to take a lead in their workplaces, no matter how big or small the role is.

Leadership Management Change Outcomes

OAMPS Index 5.4 5.1 4.7

AIIL 5.4 5.1 4.6

HO 4.8 4.6 4.4

IT/CORP 5.4 4.9 4.3

NAT BROKING 6.4 6.2 5.2

OFM 4.8 4.5 4.2

OIB 5.4 5.1 4.7

OUA 5.3 4.7 4.8

The Leadership Results in National Broking are very positive, as are their day-to-day management competencies. However in areas such as the Head Office and in OFM the results indicate that there may be leadership and management issues that need attention. Also in OUA and IT/Corporate Services, the results for the day to day management of these divisions are below the corporate average.

The Change Capability results indicate that OAMPS struggle with change and the communication required for effective change. Although National Broking results are slightly higher than the other divisions, these results do not reflect an organisation that is capable of maximizing the opportunities of changing environments.


o Develop a comprehensive leadership development program and implement this program throughout OAMPS. Ensure the behaviours and beliefs of all staff with leadership responsibilities are aligned to the OAMPS long term direction and goals. This program will be a training and knowledge tool for all managers of people.
o All managers have a skills audit of management and leadership responsibilities that can be aligned to the performance management and development programs to ensure continuous improvement in these areas are planned and managed.
o All managers should have KPIís that reflect their responsibilities for leadership within their areas of responsibility
o All changes large and small to be linked to the strategies of OAMPS and are communicated effectively to the staff in terms that relate to their work areas
o Change Management Workshops held for all managers to be able to understand the impact of change with staff and the implications for OAMPS business
o Provide opportunities for staff to be involved in planning workshops to enable input into large scale change when appropriate
o Communicate the reasons and the benefits of the change to staff

People and Learning

The area of People and Learning encompasses the long term HR Strategies, all aspects of people management