People Analytics Design Company

Learning

“Make everything simpler, but not simple” - Albert Einstein

CAMS Activation Index Framework

The theory of activation proposes that, taken down to its essence, four conditions must exist for an employee or a team to consistently produce at or above performance expectations. The employee or team must: a) be capable of performing the actions required (Capability), b) be aligned on what a good result looks like (Alignment), c) be motivated to perform the actions (Motivation), and d) have all the tools and support that are required for successful performance of those actions (Support).

If any of the four essential conditions (Capability, Alignment, Motivation or Support) is missing, it’s difficult, if not impossible, for the employee or team to perform reliably. For more details on what each condition is and how it is measured, see below.

Capability

In its most basic sense, an individual who is capable has the knowledge, skills, ability, and other characteristics necessary to perform the job. Capabilities are what people bring to the company — personal qualities such as technical knowledge, learning agility, social skills / emotional quotient (EQ), and grit, for example.

Scale: Measured by agreement using a scale of 0 (Strongly Disagree) to 10 (Strongly Agree):

  • My primary work group has all the capabilities it needs right now to achieve top performance as a team.

  • I have the capabilities I need right now to achieve top performance in my current role right now.

Alignment

Employees who are aligned know what they’re expected to accomplish, under what conditions, and how they’re performing in relation to those expectations. The company can increase alignment by way of goal setting, performance appraisal, and regular executive, manager, and employee communication.

Scale: Measured by agreement using a scale of 0 (Strongly Disagree) to 10 (Strongly Agree):

  • There is a clear objective around which myself and the people I work with rally.

  • I have a clear understanding of the difference between an average contribution and a great contribution for my role.

Motivation

Motivation is the general desire or willingness of someone to do something. Motivation reflects the interaction of personal preferences with the job, working environment, company culture, leadership, managers, peers, rewards, and incentives, which result in motivation or demotivation to perform the tasks at hand.

Scale: Measured by agreement using a scale of 0 (Strongly Disagree) to 10 (Strongly Agree):

  • The people I work with are willing to help even if it means doing something outside of their usual activities.

  • I am motivated to do more than the minimum expectations.

Support

This category covers not only the particular technical tools used to perform work but also any other support that’s necessary, such as access to documentation, access to manager and teammates to help solve problems, resources designed to produce skills and knowledge in the individual, technical support, and camaraderie. (For <Company>, use the name of your own organization.)

Scale: Measured by agreement using a scale of 0 (Strongly Disagree) to 10 (Strongly Agree):

  • I have the cooperation and support from others at <Company> I need to be successful.

  • I have the resources and tools I need to be successful.