Domains Importance Profile
What is the degree of importance assigned by the respondents to each working life domain?
The importance assigned to each domain by the department and by all the company’s employees is illustrated on this graph. Once again, the dots are still the same colour as in the department’s quality of life score.
This graph is used for fast identification of the domains where action could be a priority, specifically those in the Problematic interval and deemed essential or very important.
The example shows no significant difference between the department and the whole company and almost all the domains are deemed “Very important” or “Important”. The “Relationship with coworkers” and “Communication of information” domains suggest that special attention is required. They are both in the Problematic interval and are considered very important.
The next page provides further information about these aspects.
Are the respondents setting their priorities appropriately?
This table shows the percentage of domains for each degree of importance. The information is provided for the department, for the company, and for all the individuals who previously completed the questionnaire (population).
Special attention needs to be paid when the percentage of domains deemed “Essential” by the employees is too high. This situation indicates a potential problem for setting priorities: conflicts relating to the distribution of time and the energy to expend on each domain may cause a lot of stress. On the other hand, an overly high percentage of domains deemed “little or not important” could indicate a form of employee disengagement.
The table is accompanied by a graph that is again based on percentiles. When setting priorities is a problem, the “Essential” bar would extend above the red line, indicating that the group has rated far more domains at this level than the larger population. Moreover, a lack of motivation or a low commitment would result in the “little or not important” bar extending above the red line.
In the example, the results for the department and the company are very similar and are close to those of the larger population. There is no evident problem with priorities or disengagement.