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Embed code for: 20160825 CP-Report Specification
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20160531 CP-report specification
<Name of Company>
Leder med pensjonalansvar
No of employees
Department no 1
Department no 2
No of participants
Department no n
Brukt stillerom siste uke?
Ikke brukt stillerom siste uke?
COMPANY PROFILE INDEX (CPI)
Bench mark chart
Survey no 1
Weekday Activity Pattern (6 am – 6 pm)
Max = 16
75% ≤ 7
Median = 5
25% ≤ 4
Min = 0
ON SCHEDULE =
8 h 30 min
1 h 30 min
8 h 15 min
Working in office
Working while traveling
Not using computer
Number of participants
Working at home
Division of Labour Details
DIVISION OF LABOUR INDEX (DLI)
Time Thief Details
Time lost because of computer problems
Median = 30 min
Min = 2 min
Max = 90 min
OFFICE DISTURBANCE INDEX =
COMPUTER STABILITY INDEX =
75% ≤ 60 min
25% ≤ 20 min
Use of PC:
75% ≤ 135 min
Max = 9 hours
50 % ≤ 90 min
25% ≤ 60 min
Min = 15 min
Use of …
No of meetings
MEETING EFFICIENCY INDEX
Lower 25 %
Middle 50 %
Workload indicator =
Arena changes =
Office disturbance index =
Computer stability index =
Meeting efficiency index =
On schedule =
The presentation is divided into eigth topics identified by eight folders at the top of each page. These folders are at the same time hyperlinks so that the user can move to different topics in the order he or she wants.
It should be possible for Company Pulse to decide wich of these folders (pages) that the customer should have access to. Likewise Company Pulse should also be able to block and open access to subgroups.
On this first page one should chose if results for all survey participants or for a subgroup of participants should be shown. Different combinations of individual and company subgroups may be chosen. If no subgroup is marked, survey results for all participants will be shown. As subgroups are indentified, the number of participants in the lower box to the right will change. In this way the analyser will be able to check that the basis for calculations are not too low.
Note that answer to the question «Har du brukt stillerom i løpet av siste uke», and not the question about access to this kind of room, is used as a subgroup indicator.
When no subgroup is chosen «No of participants» over «No of employees» gives the response rate
If the company has been surveyed several times, a survey number should be used to link to the relevant file
All pages should have buttons for saving or printing the present page. It should both be possible to save the page in a separate file or adding the page chosen to a file already named.
The Company Profile consists of a chart and some key indicators that are meant to give an overall picture of the company in question. From this later charts and numbers will drill down to details.
The Company Profile chart is constructed from a radar chart. Lines from the chart itself, however, has been hidden. The only chart lines visible is the cross which shows where the x- and y- axes meet and indicate the chart borders.
The chart has four dimension; workload, division of labour, office working conditions and “On schedule”. All dimensions have values going from 0 to 1.
The red line are reference results. That is the results if the working conditions were optimal; if there were no time thieves, if all meetings were effective and there were no computer problems, if the workload was evenly distributed, if all employees were on schedule and if the workload was reasonable. The perfect value for the three first of these indicators are 1. A optimal workload is set to a company median of 8 hours (0, 33) when last weekday and last weekend hours for all employees are summarized.
The blue chart gives the results from a specific company. So is the index values given for each of the four chart dimensions.
The indicators presented in each of the four corners of the radar chart are measured in the following ways:
(Actual) workload indicator (WLI): Time spent working from 6 am to 6 am the weekday covered in the survey + time spent working on last Saturday and last Sunday is added. The company workload is calculated as the median total time/(24*60).
Office working conditions (WCI). This indicator is constructed by, for each participant, taking the average value of three sub-indicators and, for all participants, calculating the median value of all individual scores. The sub-indicators are these:
Office Disturbance Index (ODI): For each period an employee has been working a value 1 is given if no interruptions, no noise or no mess was indicated, while -1 is given for each these time thieves observed. The result is weighted by multiplying with the length of the working period (in minutes). The results for all working periods are added and divided by the optimal result, which would be that all periods had a value=3.
Meeting Efficiency Index (MEI): All meetings are evaluated. Values -2, -1. +1 and +2 are used to rate meetings as “very ineffective”, “ineffective”, “effective” or “very effective”. Each rate is weighed by the length of the meeting. The results are added and divided by the optimal result, which would be that all meetings were very effective (value =2).
Computer Stability Index (CSI): Lost time because of computer problems are subtracted from the weekday working time and divided by the weekday working time. This gives the proportion of the day lost by computer problems.
On schedule (OSI). This is simply the percentage of employees who report that they were on schedule with their work.
Division of labour (DLI): This indicator is based on the Gini index, using how many hours in total each employee had worked on the weekday and last weekend covered by the survey. The Gini index is calculated from the Lorenz curve (picture 7). The Lorenz curve visualize the difference between a situation where the total hours working was evenly distributed and how it is actually distributed in the company. The area between these two curves will take value 0 if all employees work the same number of hours and 1 if there is a maximum difference in the working hours. A step-by-step description of the calculation of the Gini index is given later. In order to make 1 the optimal value for the Division of Labour Index (DLI), the index is calculated as 1 – Gini index.
In addition to the optimal and actual profile, a multi-option drop-down list offer additional graphs; in this case a bench mark graph (comparing with others) and a graph showing results from a previous survey (comparing in time). The bench mark graph should be drawn with dotted lines, the layout being the same as for the reference graph. Graphs showing results from previous surveys should be shown as filled graphs, but in lighter colours than that from the present survey.
The Company Profile Index (CPI) is the portion of the blue figure which resides inside the optimal area result. The optimal area will always be 1,33 ((0,33*1)/2 + (0,33*1)/+(1*1)/2 + (1*1)/2). In the example the area inside the optimal area is calculated as follows: (0,33*0,81)/2 + (0,33*0,83)/2 + (0,43*0,81)/2 + (0,43*0,83)/2 = 0,62. This gives a CPI = 0,62/1,33 = 0,47. Note that if the median work hours are below 0,33, the first factor in the two first calculations will be lower than 0,33, while if it is higher we use 0,33. The weighted CPI is adjusted by taking the relationship between the actual and optimal workload into consideration. It is calculated by dividing the original CPI with the fraction between the actual and the optimal workload; in this case 0,47/(0,35/0,33) = 0,44. Thus, if the actual workload is above what is considered as optimal, the weighted CPI will be lower that CPI. If the actual workload is lower than what is considered as optimal, the adjusted CPI will be higher than CPI.
In principle, the CPI index can take values between 0 and 1. But because there will be no perfect company and no company where nobody is working , in practise CPI will never have extreme values. Typical values will be between 0,25 and 0,75. Values around 0,5 is a fairly ok result. Values above 0,6 are high and below 0,4 are low. In the example the company workload, office working conditions and division of labour appears reasonable. Still only 43 % of the employees were on schedule. Together this gives a CPI = 0,47 and just a small difference between the CPI and the weighted CPI. This profile seems to indicate that the company is understaffed.
The activity pattern from 6 am to 6 pm, based on the 49 codes in the workday matrix used in the survey is shown in an area chart.
In the box plot gives …
The minimum number of arena changes
The number of arena changes by the lower quartile (25%)
The median number of arena changes
The number or arena changes by the upper quartile (75%)
The maximum number of arena changes
The number of arena changes are calculated by comparing codes from the workday matrix pairwise (no 1 compared to no 2, no 2 compared to no 3 and so on.
The bar chart shows the percentage working in different reporting periods, while the box plot gives the median working time of the total and of the different periods. In addition the box plot indicate the min and max values and the lower and upper quartile (25% and 75 %) of the distribution. In this way the reader gets an impression of the distribution skewness.
On this page it should be possible to define Workload subgroups. Specification of Workload subgroups should only affect this page. Working place subgroups are calculated from the workday matrix and the follow up question for those who reported they have worked during the evening. The computer usage subgroups calculated from the questions following up each working period.
By default, the charts and numbers refer to all participants. When a subgroup is chosen, the number of participants, working periods and the graphs and calculations should change accordingly. Note that a separate “On schedule” should be calculated for subgroups defined on this page.
The Lorenz curve is drawn by first ordering the total time worked (6-18 weekday + evening + night + last Saturday + last Sunday) from the lowest to the highest value and summarized. The accumulated ratios starting with 0 and ending with 1 is used to draw the curve.
Next the diagonal is drawn.
The Gini index is the area between the Lorenz curve and the diagonal = A. It is calculated by first splitting up each step from survey to survey participant into triangles, calculating the area of each triangle and summarize them = A.
The Gini index is given by the formula (0,5-A)/0,5 and the Division of Labour Index given by the formula 1-Gini index.
The Gini index calculation procedure described above is presented in the YouTube clip https://www.youtube.com/watch?v=0Vv930-sDTI
Two bar charts and one box plot are shown. The percentages in the “Time thieves” bar chart is based on the number indicating computer problems, office working periods with mess, interruptions or noise.
Time lost because of computer problems is time reported lost by those who had problems. In this box plot both minimum, lower quartile, medium, upper quartile and maximum minutes lost are given together with the plot.
The two ODI and CSI indexes are shown. These are two of the indexes going into the Office Working Condition index described in slide 3
The minimum, lower quartile, median, upper quartile and maximum length of all meetings are shown in the vertical plot chart.
Note that the number observation in this chart is the number of meetings and not the number of survey participants. The same is true for the lower plot shown in the Meeting time chart. The upper plot in this chart, however, is based on the total time spent on meetings by each survey participant. Hence, here the number of observations is equal to the number of participants.
On this and the next page it should be possible to define Meeting subgroups. Specification of Meeting subgroups should only affect these two pages. The subgroups available is taken from the question about audio-visual communication means used at the meetings. The number of meetings should by default be all meetings, and then be changed automatically as subgroups are specified. Note that a separate “On schedule” should be calculated for subgroups defined on this page.
In addtion to a bar chart showing how the meetings were evaluated, this page shows two scatter plots. The first one show how evaluations are related to how long the meetings were, the other one the relation between evaluation and the total time the survey participants spent on meetings during the day they reported from.
The MEI index is shown. This is the third index going into the Office Working Condition index described in slide 3
A polynominal trend line is added in both scatter charts to indicate if there is a correlation present or not.
As with the charts in the previous slide, the number of observations differ between the number of meetings and the number of particiants.
In this presentations company indexes based on individual index computations are listed. Hence, it is possible to select participants in the lower, middle or upper part of the distributions. As with the individual and company subgroups selected in the first folder, selections here affect all the other folder results. nd 75 %) of the distribution. In this way the reader gets an impression of the distribution skewness.
The Lorenz curve is drawn by first ordering the total time worked (6-18 weekday + evening + night + last Saturday + last Sunday) from the lowest to the highest value and summarized. The accumulated ratios starting with 0 and ending with 1 is used to dr