DEOCS Factor Descriptions:The DEOCS is a commander's management tool that allows them to proactively assess critical organizational climate dimensions that can impact the organization's mission.
The survey is designed to assess the "shared perceptions" of respondents about formal or informal policies and practices and is arranged into the following primary areas:
- Organizational Effectiveness (OE),
- Military Equal Opportunity (EO), Civilian Equal Employment Opportunity (EEO), Fair Treatment
- Sexual Assault Prevention & Response (SAPR).
The areas and their associated factors are listed and described in the links above.
These factors help determine whether members support leadership in carrying out the organization's mission. The DEOCS provides 11 climate factors that reflect different aspects of organizational effectiveness.
Perception of members' sense of inclusion, benefits, and justice, and that their individual talents, skills, and interests are accurately identified and leveraged to maximize mission effectiveness.
Perception of being emotionally, physically, and mentally worn out.
Help Seeking Behaviors
Perception that members are trained to recognize the symptoms of depression, suicidal thoughts, PTSD, etc.; that seeking help for these feelings is an appropriate action; and that doing so will not negatively affect the member's career.
Intention to Stay
The current career intentions of the organizations members.
Perception of personal fulfillment in specific vocation, and sense of accomplishment and pride in accomplishing assigned duties.
Perception that higher-level leaders in the organization work together, and support and trust each other.
Perception of solidarity in the face of challenges or threats to the organization's mission success.
Members' dedication to the organization's mission success.
Perception that the organization operates well to accomplish goals and deliver high-quality output when pressured by demanding deadlines.
Perception that policies and procedures are informed, fair, and leaders seek to achieve goals that are in the members' best interest. Reflect holistic organizational dynamics conducive to mission accomplishment.
Trust in Leadership
Perception that leaders will treat members fairly and support their success.
EO / EEO / Fair Treatment:
These factors help identify those social, personal, or institutional barriers that prevent people from rising to their highest professional level. This is accomplished by treating people in a way that is right and reasonable.
Perception that qualified members of the organization older than 40 are treated less-than-equitably by virtue of their age (i.e., not afforded the same opportunities for promotion, advancement, training, etc.).
Perception that qualified disabled members of the organization are treated less-than-equitably by virtue of their disability (i.e., not afforded the same opportunities for promotion, advancement, training, etc.).
Perception that some members receive special treatment, rewards, or opportunities because of their group affiliation (e.g., gender, race, etc.).
Perception that members are subjected to hostile behaviors, such as teasing, belittling, exclusion, and undue criticism.
Perception that membership &/or acceptance into the group, or rites of passage such as promotion in rank, require members to engage in non mission-relevant behaviors that can at times be hazardous or dangerous.
Perception that members of the organization are treated less-than-equitably by virtue of their race (i.e., they are not afforded the same opportunities for promotion, advancement, training, etc.).
Perception that racist comments, jokes, slurs, and materials are present in the workplace.
Perception that members of the organization are treated less-than-equitably by virtue of their religion (i.e., they are not afforded the same opportunities for promotion, advancement, training, etc.).
Perception that members of the organization receive less-than-equitable treatment, by virtue of their sex (gender).
Perception that members of the organization engage in making sexist slurs, jokes, and comments, or that sexist materials, posters, or emails exist in the workplace.
Perception that members of the organization are subjected to unwelcome behaviors of a sexual nature and create a hostile work environment, and/or that include quid pro quo solicitations for sexual favors in return for maintaining employment or getting promoted.
Sexual Assault Prevention & Response – SAPR:
These factors aid commanders in identifying the climate associated with SAPR within their units. They indicate the level of education, training, and awareness of SAPR elements, and behaviors associated with prevention of, and response to sexual assault.
Perceptions of Safety
Members' feelings of safety from being sexually assaulted where they currently live and perform their work/duties.
Chain of Command Support
Members' perceptions of the extent to which command behaviors are targeted towards preventing sexual assault and creating an environment where members feel comfortable reporting a sexual assault.
Publicity of SAPR Information
The extent to which members perceive that SAPR-related information and resources are publicly displayed and openly communicated.
Unit Reporting Climate
The extent to which members perceive that the chain of command would take appropriate actions to address an Unrestricted Report of sexual assault and the extent to which social and professional retaliation would occur if a sexual assault was reported.
Perceived Barriers to Reporting Sexual Assault
The type and frequency of barriers to reporting sexual assault that individuals perceive within their unit/organization.
Unit Prevention Climate
Individuals' intentions to act if they were to observe a situation that may lead to a sexual assault.
Restricted Reporting Knowledge
Measures individuals' knowledge of the Restricted Reporting option.