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Army Directive 2013-29 (Army Command Climate Assessments) dated 23DEC13, states changes to how units will conduct their mandated Command Climate Assessments. The main changes are the following:<br><br>1. The only assessment that will be used will be the DefenSe Equal Opportunity Management Institute Organizational Climate Survey (DEOCS). <br><br>2. All Active Army company commanders will conduct an initial command climate assessment within 30 days of assuming command, to be followed by 'a subsequent assessment 6 months later, another assessment 12 months after assuming command and annually thereafter while retaining command.<br><br>3. All Active Army commanders above the company level will conduct an initial<br>command climate assessment within 60 days of assuming command, to be followed by a subsequent assessment 12 months later and annually thereafter while retaining command.<br><br>With the recent change to how often Soldiers are going to have to take these Command Climate Surveys, do you think that Soldiers are going to participate and provide honest feedback, or will they get frustrated with having to take multiple surveys and just, "check the block"?<br>
EO
SHARP
Morale
Posted 12 y ago
Responses: 12
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MSG - Problem I have with all these surveys is Soldiers don't see the point. I can't say I blame them. We're asked/told time and again to take one survey after another and nothing changes. I strongly suggest we quit making new surveys and fix what we already know is broken.
Just my ten cents.
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MSG Ryan C.
SPC Davis,
Believe me, I know your frustrations. Prior to me becoming an Equal Opportunity Advisor, I hated doing survey after survey and never knowing what was being done, if anything. After going to EO school and learning how effective these surveys can be when done correctly, I fully believe they can affect positive change in a unit's climate.
What should happen is that the survey is given to the unit, anonymously, and then the results are analyzed by someone who knows what they are looking at (usually the unit EOL or EOA). The results of the survey are only the first step in the process.
They survey can give you areas to pinpoint on for further assessment (such as communication, low job satisfaction, possible hazing of new Soldiers, etc). This is where the sensing sessions come into play. A trained EO practitioner should then set up focus groups (or sensing sessions), broken down by lower enlisted, males and females, SGT-SSG, SFC and higher, to discuss these focus areas in a closed environment, free from intimidation, reprisals, etc. You would be surprised how many issues come up once the Soldiers are confident with the process. The results of the focus group are presented to the commander (keeping the anonymity of the Soldiers), where he or she can develop a plan of action to improve areas that are lacking and sustain areas that are successful. Then the commander has the responsibility to back-brief the entire unit on the survey, what was identified, and what the plan of action to fix/sustain is going to be. This builds confidence in the Soldiers that someone is actually reading the surveys and that their voice is heard.
Even if focus groups are not done, the commander should still back-brief the unit on the survey results and plan of action. Problem is, that doesn't happen in a lot of units. I feel that the process will get better with these new requirements, but it may take a while to see results.
Believe me, I know your frustrations. Prior to me becoming an Equal Opportunity Advisor, I hated doing survey after survey and never knowing what was being done, if anything. After going to EO school and learning how effective these surveys can be when done correctly, I fully believe they can affect positive change in a unit's climate.
What should happen is that the survey is given to the unit, anonymously, and then the results are analyzed by someone who knows what they are looking at (usually the unit EOL or EOA). The results of the survey are only the first step in the process.
They survey can give you areas to pinpoint on for further assessment (such as communication, low job satisfaction, possible hazing of new Soldiers, etc). This is where the sensing sessions come into play. A trained EO practitioner should then set up focus groups (or sensing sessions), broken down by lower enlisted, males and females, SGT-SSG, SFC and higher, to discuss these focus areas in a closed environment, free from intimidation, reprisals, etc. You would be surprised how many issues come up once the Soldiers are confident with the process. The results of the focus group are presented to the commander (keeping the anonymity of the Soldiers), where he or she can develop a plan of action to improve areas that are lacking and sustain areas that are successful. Then the commander has the responsibility to back-brief the entire unit on the survey, what was identified, and what the plan of action to fix/sustain is going to be. This builds confidence in the Soldiers that someone is actually reading the surveys and that their voice is heard.
Even if focus groups are not done, the commander should still back-brief the unit on the survey results and plan of action. Problem is, that doesn't happen in a lot of units. I feel that the process will get better with these new requirements, but it may take a while to see results.
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1SG Michael Blount
MSG - and the last time this happened what when? Hasn't happened in my unit for the two years I've been in it so far. Most people who complete the survey are just happy it's done. I'm not trying to blast or degrade what you're doing. I'm saying if the commanders don't do anything with the survey results, why should the Soldiers care if they participate or not? Just seems like that old saying "we pretend to work; they pretend to pay us"
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SPC (Join to see)
MSG Cole,
We had the sensing sessions as well two of them to go with the surveys. It wasn't divided up by rank just a random picking of enlisted soldiers present from the company of which I was one. Seemed like everyone was content with the command environment, however, I would like to point out my suggestion of more squat racks in the gym didn't produce any results unfortunately.
Also thank you for the feedback i'll pass it along to my fellow mafia members and have them disseminate it.
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MSG Ryan C.
1SG(P) Blount,
It depends on how engaged the EOLs and EOAs are with those commanders. When I first got to my command, surveys were not being conducted to standard. After educating the EOLs and command teams on the process, there was a vast improvement. Some units are better than others, but the units with EOLs that put forth the effort to excel at their collateral duty were able to have better influence on their commanders to conduct it correctly.
A lot of the problem is that many commanders do not know what to do with the results, or how the process works. They just check the block and wait for the next requirement. That is why every commander has a senior NCO assigned to them. It is our responsibility to not only teach, coach, and mentor the Soldiers, but also the commander as well. If a unit has a bad command climate, it is that 1SG/CSMs responsibility to help fix it as well. It's a team effort. The unit EOL should be addressing the issues with their 1SG/CSM to assist in meeting the standard.
It depends on how engaged the EOLs and EOAs are with those commanders. When I first got to my command, surveys were not being conducted to standard. After educating the EOLs and command teams on the process, there was a vast improvement. Some units are better than others, but the units with EOLs that put forth the effort to excel at their collateral duty were able to have better influence on their commanders to conduct it correctly.
A lot of the problem is that many commanders do not know what to do with the results, or how the process works. They just check the block and wait for the next requirement. That is why every commander has a senior NCO assigned to them. It is our responsibility to not only teach, coach, and mentor the Soldiers, but also the commander as well. If a unit has a bad command climate, it is that 1SG/CSMs responsibility to help fix it as well. It's a team effort. The unit EOL should be addressing the issues with their 1SG/CSM to assist in meeting the standard.
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Surveys are not always welcome with soldiers because they are hit with so many. Sensing sessions are up there as well because soldiers don't believe anything will ever be changed.
A good leadership team will use this tool as an honest assessment and make needed changes. A commander is authorized to have specific questions added to the surveys before publishing so they can target areas of concern. However they need to make sure act on those issues rather than write it off as merely complaining soldiers.
Many times the 1SG or other senior NCOs are the subject of many complaints and the commander needs to be strong enough to take action regardless of rank, but he/she also needs to be smart enough to see through some of the BS that is written.
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I think that it will be important for the unit EOL along with the senior leaders to explain the Army Directive to their unit and explain its importance in the "bigger picture." Soldiers will need reminded of that with each survey. They will also need to be reminded of what level each survey is covering (CO, BN, BDE, etc). It is important to ensure that with each survey, these topics are discussed. I think that will help with receiving constructive feedback on the surveys.
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In the Air Force, we take this type of survey yearly...sometimes more than that! The local leadership (would be BN level or lower) and sometimes Wing Leadership (base/post level). Some fill it out, others do not. I feel that it is an opperunity to applaud things that are working....it also offers me a way to provide constructive critisim of senior leadership. I try very hard, if pointing out a flaw, to show a way that it could be improved....not sure if it works or not, but I hope that it shows some thought beind the rant! Sometimes even I will roll my eyes at the prospect of doing another one...but it is a way for me to project my concerns. When taken as a group (everyone that does it), a commander or senior leadership can evaluate where they are at in the program (if everyone answers truthfully).
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I can say with a lot of confidence these surveys are done with a 'check the block' mentality. Even when the CoC has Soldiers print off the little completion page at the end of the survey it doesn't encourage anyone to actually care about the answers. Some people just want to get it over with, others don't want to risk having to take mandatory death by powerpoint classes because of their responses. Still others feel that their input has zero impact, so why bother? It also seems that when these surveys are due, it has to be done that day, and always when there is a lot of other, more important, stuff to be done. The last one I had to take had to be done that afternoon while we were in the middle of Change of Command layouts. Not very conducive to constructive input.
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1SG Steven Stankovich
That is unfortunate SGT (Join to see). These surveys can be set up by the EOL and the CDR to have two-three week suspense to avoid that last minute hasty rush at completion. Printing off anything to show completion of a Command Climate Survey defeats the purpose of anonymity.
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SGT (Join to see)
1SG Steven Stankovich Supposedly the control number on the "completion certificate" does not associate with your responses. It's supposed to be a randomly generated number to ensure everyone does the survey instead of one person does it and prints off enough certs for their unit
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SGT (Join to see)
To be honest, I wouldn't be surprised if my unit is the reason they do it like that haha.
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I honestly believe that Sensing sessions, or command climate surveys have a place and a task but they are often to late.
Case: Female Soldier being treated favorably by NCO support channel.
1SG was not aware because the SSG and SFC covered their tracks well enough that it left the other soldiers little room to stand on. The Female was provided time off to study for the Board, The SFC shined her Boots (airborne Unit). and covered multiple Drunk on duties.
Soldiers where not provided equal respect or opportunity. This was not rectified until the command did a anonymous command climate survey. This was done three days after The female soldier was late to formation, because she was to intoxicated to make it to her own Promotion Ceremony to SGT.
My point being that the command needs to be involved and active. Soldiers need to feel that they can use the open door policies. And that they will be protected from being persecuted by senior NCOs or Officers. Junior NCOs need to know how to stand up to senior leadership and protect themselves and there soldiers.
Case: Female Soldier being treated favorably by NCO support channel.
1SG was not aware because the SSG and SFC covered their tracks well enough that it left the other soldiers little room to stand on. The Female was provided time off to study for the Board, The SFC shined her Boots (airborne Unit). and covered multiple Drunk on duties.
Soldiers where not provided equal respect or opportunity. This was not rectified until the command did a anonymous command climate survey. This was done three days after The female soldier was late to formation, because she was to intoxicated to make it to her own Promotion Ceremony to SGT.
My point being that the command needs to be involved and active. Soldiers need to feel that they can use the open door policies. And that they will be protected from being persecuted by senior NCOs or Officers. Junior NCOs need to know how to stand up to senior leadership and protect themselves and there soldiers.
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I am the unit EOL for my Company. We got our new commander in November and conducted our command climate survey in December. At the time my company had 112 Soldiers assigned but only 26 Soldiers participated in the survey. I think adding more survey we will see less and less results/participants in these surveys. Every time I've conducted one of these surveys the results are almost always the same and the turn out is never very high. I think a lot of Soldiers see the same things being asked over and over with the same responses being given over and over and yet they see nothing ever really change. I feel a lot of Soldiers/NCO's have the same mentality that "nothing every changes when I do these surveys so why should I keep wasting my time doing them?". Start with fixing what we know is broken and what they have told us is broken. Show them that we are fixing the issues that they are concerned about and then maybe they will start participating more in these surveys.
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SSG Zachery Mitchell
MSG Cole,
My commander did brief the entire company(well about 90% of them) immediately before the DEOMI Survey slips where handed out. He stressed to everyone the importance of the survey and what he was hoping to accomplish by conducting the survey. He was so disappointed in the results that this past when I conducted EO training it ended up being a 4+ hour Sensing Session. I was able to get some more feedback from each rank group that I took to him and he seemed a little more satisfied with that.
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MSG Ryan C.
SSG Murdock,
The online surveys are the best way to promote anonymity. These surveys can be taken from any computer that has internet access, so CAC readers are not necessary. The online DEOCS is the only authorized survey that can be used now, so herding people into one room to fill them out is not an option.
The online surveys are the best way to promote anonymity. These surveys can be taken from any computer that has internet access, so CAC readers are not necessary. The online DEOCS is the only authorized survey that can be used now, so herding people into one room to fill them out is not an option.
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MSG Ryan C.
SSG Mitchell,
I'm glad to see you are passionate about your job. It is also great to see that your commander is trying to do the right thing and is promoting the program like it should. It is very frustrating when you put so much time and effort into something and then no one participates. Keep up the faith and remember, you may be positively impacting Soldiers and not even know it.
I'm glad to see you are passionate about your job. It is also great to see that your commander is trying to do the right thing and is promoting the program like it should. It is very frustrating when you put so much time and effort into something and then no one participates. Keep up the faith and remember, you may be positively impacting Soldiers and not even know it.
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SSG Zachery Mitchell
MSG Cole,
I am very passionate about every task I'm given, whether I thoroughly enjoy it or not I put my everything into it. I do however really enjoy being EOL for my unit. I know that I am making a positive impact on some Soldiers and have had many confide in me with issues they have seen or have experienced and I'm grateful that I am helping.
However, the most disappointing part of the survey we conducted was, remember only 26 of 112 responded, but the part that bothered me the most was that 4 people had felt discriminated against in the past and 1 person had felt sexually harassed in the past. Of those 5 people not one person reported it to anyone. That part hit me pretty hard. It made me feel like a failure or they don't trust me enough to bring those types of issues to me.
I understand I can't help everyone and I can only help solve a problem if I know it exists but I want every Soldier in my unit to feel like they can at least talk to someone if they're not comfortable with talking to me. So seeing 5 incidents where they didn't talk to anyone is a bit upsetting to me.
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If the Soldiers feel that the command pays attention to what's being said in the survey, they will gladly complete it, unfortunately that's not always the case
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1SG Michael Blount
SFC - when was the last time you ever saw something happen based on any kind of survey in the Army? Question answered.
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MSG Ryan C.
1SG(P) Blount,
I have seen it work when used correctly. In units where Soldiers have been burned by past leadership, it is going to take a while to earn their trust back, even if you are the new guy and had nothing to do with the prior leaders. Once they see that the command is listening and a plan of action is in place, they too will trust the process. That is why commanders providing feedback to the unit after the completion of the survey is so important. It lets the Soldiers know that someone is listening.
I have seen it work when used correctly. In units where Soldiers have been burned by past leadership, it is going to take a while to earn their trust back, even if you are the new guy and had nothing to do with the prior leaders. Once they see that the command is listening and a plan of action is in place, they too will trust the process. That is why commanders providing feedback to the unit after the completion of the survey is so important. It lets the Soldiers know that someone is listening.
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SFC (Join to see)
1SG(P) Blount,
I have never seen it work unfortunately, but I am hopeful that somehow, somewhere, someone will pay attention to one of these surveys and act on it
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SGT (Join to see)
1SG Michael Blount - I have. In a different unit last year the 1SG got relieved of command based off of what was said in the command climate survey. It works when the units actually enforce them and the Soldiers are honest about the problems within the unit.
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It would be really great if units actually gave these surveys out for the Soldiers to complete. The unit that I am in now knows that there are things that should be changed and yet keeps trying to cover them up. The command climate survey is a Soldier's only recourse for persistent problems, and yet you have units trying to cover their mess ups and refusing to pass out surveys. The Army as a whole has a major problem, and it needs to be fixed starting with the so-called "leadership". Or did we all forget the lead by example mentality?
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