HR-Survey > Employee Opinion > Dimensions

Initiative Questions: Security

Definition: Initiative is the ability to act independently and decisively, where individuals consistently start projects without waiting for direction, resolve issues proactively, and transform emerging opportunities into meaningful actions. It reflects a forward-thinking and motivated mindsetanticipating challenges, preparing contingencies, and exceeding expectations through persistent effort and impactful contributions. Strong initiative also includes relational awareness, where employees communicate critical updates, empower others, and rise to urgent occasions with clarity, urgency, and ownership.

Person Skills

Adaptability
Flexibility
Change
Resourcefulness
Initiative
Career Development
Training
Commitment
Engagement
Pride/Loyalty
Professionalism
Respect for Others
Teamwork
Leadership
Supervisor
Supervision
Work/Life
Stress

Surveys Measuring Initiative:
Example 1 (5-point scale; numbers; NA)
Example 2 (7-point scale; radio buttons)
Example 3 (4-point scale; radio buttons)
Example 4 (5-point scale; radio buttons)
Example 5 (5-point scale; words)
Example 6 (Pulse Survey)
Example 7 (5-point scale; item comments)
Example 8 (3-point scale; words; N/A)
Example 9 (4-point scale; numbers)
Example 10 (Comment boxes only)
Example 11 (Single rating per dimension)
Example 12 (Slide-bar scale)

Self-Starter

Self-Starter behavior within the Initiative dimension emphasizes the internal drive to begin work, pursue growth, and take action without external prompting. It reflects a mindset oriented toward initiating projects, identifying opportunities for improvement, and acting independently--often before a need is formally recognized. Self-starters don't wait for instructions; they analyze situations, anticipate needs, and launch efforts that align with broader goals. Whether it's starting a new product line, seeking out learning opportunities, or shifting the course of a project, the emphasis is on autonomous momentum and the willingness to lead from the front.

My team takes actions without having to be told to do so.
Managers initiate the development of new products.
Our team analyzes the needs of the situation and act before being told to do so.
Employees in our department are willing to take action without waiting to be told to do so.
My manager is a self-starter. does not wait to be told to do something.
Employees in my department seek out new learning opportunities to improve their skills.
Employees are able to initiate work on projects independently without direct supervision.
Coworkers in my department look to start work on new projects without waiting for direction from the manager.
I know how to take the initiative to change the direction or course of events.
Coworkers are inclined to initiate action rather than react to incidents.
Our department takes the initiative to start work on new projects.

Proactive

Proactive behavior focuses more on anticipating and addressing problems before they escalate. It involves a readiness to act quickly, resolve issues decisively, and prepare for potential disruptions or critical events. Proactive individuals are vigilant and responsive--they don't just think about problems, they work on them immediately, often establishing clear plans and removing barriers to progress. Proactive employees are especially attuned to risk mitigation and operational continuity, ensuring that small issues don't become major setbacks and that teams stay productive and focused.

My department addresses small problems before they become big ones.
I can act quickly when a small problem arises to keep it from becoming a major issue.
Colleagues take appropriate actions to address problems or issues.
My team is proactive and getting things done.
The team leader takes action in the absence of specific direction.
My manager works on problems instead of just thinking about them.
My manager takes action to establish clear and concise deadlines for tasks to be completed.
I am proactive when preparing for potential problems or critical events.
Our manager identifies and removes barriers that inhibit progress without waiting for direction.
My supervisor begins immediate action on projects.
Colleagues act quickly to address any issues or problems.
Associates work on resolving the issue instead of procrastinating or hoping it will resolve itself.

Opportunistic

Opportunistic behavior within the Initiative dimension centers on the ability to recognize and act on emerging possibilities that can advance individual, team, or organizational goals. It involves scanning the environment for shifts, trends, or openings (whether in market dynamics, internal processes, or learning opportunities) and transforming those into tangible actions. Opportunistic individuals and teams are quick to capitalize on favorable conditions, adjust plans to align with new developments, and pursue growth or innovation when the timing is right. This form of initiative is externally triggered but internally driven, requiring both awareness and agility to convert potential into progress.

My supervisor capitalizes on opportunities to grow the business.
Our team capitalizes on opportunities as they become available.
Employees seek to take advantage of opportunities.
Our manager seizes upon chances to improve the department's prospects.
Coworkers in my department take advantage of opportunities when they become available.
Our department acts quickly when an opportunity becomes available.
Coworkers in my department transform opportunity into actions.
Leaders identify emerging trends or shifts in the business environment and take the initiative to adjust plans accordingly.
The project manager looks for opportunities to move projects forward.
My team seizes upon opportunities available.
Our manager seeks and utilizes opportunities for continuous learning and self-development.

Working Independently

Working Independently emphasizes autonomous execution and internal motivation to act without external prompts or oversight. It reflects a consistent pattern of doing what needs to be done (i.e., solving problems, completing tasks, and improving outcomes) without waiting for instruction or approval. Employees who work independently demonstrate initiative by taking responsibility for their own development, making decisions in real time, and confronting challenges head-on. Independence is about sustained self-direction and reliability, ensuring that progress continues even in the absence of guidance or immediate opportunity.

Associates do the right thing without being told.
Team members confront problems immediately without supervisor instructions.
My manager encourages initiative.
I can initiate draft reports for consideration.
My supervisor acts on own initiative to improve the department outcomes.
Employees do things without being told.
My supervisor acts independently to solve pressing needs.
Senior Management at Company encourages initiative.
Employees in my department take action without being asked.
I am allowed to take initiative to assess my skills and seek appropriate training.
My supervisor encourages initiative.
My supervisor encourages me to take initiative in my job.
I usually complete tasks without having to be told to do so.

Forward-Thinking

Forward-Thinking within the Initiative dimension emphasizes anticipation, strategic planning, and long-term preparedness. It reflects a mindset focused on identifying future risks, growth opportunities, or operational bottlenecks before they arise, and initiating scalable solutions to address them. Forward-thinking individuals and teams allocate resources in advance, develop contingency plans, and implement automation or tooling to reduce future workload--demonstrating a proactive orientation toward sustainability and adaptability. Their actions are often rooted in foresight and systems-level thinking, aimed at positioning the organization for success in evolving or uncertain conditions.

Coworkers in my department take the initiative to develop contingency plans for high-risk scenarios before they materialize.
The company implements scalable solutions that accommodate future expansion or complexity.
My division initiates automation or tooling to reduce future manual workloads or bottlenecks.
The project lead anticipates what needs to be done and makes necessary preparations.
Managers prepare for unexpected contingencies.
My manager anticipates problems and initiates plans to address them.
My supervisor anticipates, prepares, and acts proactively to addresses issues in the department.
The team leader allocates resources in advance to support anticipated growth or change initiatives.

Motivated

Motivated behavior, while also proactive, is more immediate and action-oriented, driven by personal energy, ownership, and responsiveness. Motivated employees resolve issues promptly, seek additional responsibilities, and complete tasks ahead of deadlines--not necessarily because they anticipate future complexity, but because they are internally compelled to contribute and improve outcomes. Their initiative is often expressed through rapid problem-solving, eagerness to take on new challenges, and a readiness to act without being prompted. Motivated behavior reflects a present-tense drive to act, improve, and exceed expectations in the moment.

The members of my team work to complete goals well before their deadline.
Supervisors update the documentation as soon as the situation changes.
Our team creates solutions to problems as soon as an incident occurs.
Associates clean the workspace without being told.
Managers take action to implement new changes in the policies and procedures.
Employees are motivated to resolve issues right away.
My manager initiates new projects for the department.
Employees in my department seek additional responsibilities.

Impactful

Impactful behavior within the Initiative dimension focuses on driving meaningful change that aligns with strategic goals and improves organizational performance. It involves launching initiatives that solve problems, enhance efficiency, reduce costs, or increase revenueâoften with measurable outcomes. Impactful individuals and teams don't just take action; they take strategic action, championing projects that influence KPIs, introducing scalable solutions, and encouraging process improvements that ripple across departments. This form of initiative is deeply tied to organizational development, where the emphasis is on relevance, effectiveness, and long-term value.

The members of my team initiate policy or process changes that become best practices across departments.
Our department initiates actions that lead to solving problems.
My manager takes decisive action to address problems, following up with relevant team members and coaching them on how to improve.
The project manager encourages others on the team to suggest process improvements.
Our department initiates actions that impact the department/company.
My manager helps the department take the initiative to create new solutions.
Employee initiatives to develop the Company are encouraged.
My team leader launches initiatives that measurably improve team performance, efficiency, or morale.
My department is able to develop unique solutions to problems and issues.
Managers initiate projects that have an impact on the department.
My manager introduces changes that reduce operational costs or increase revenue.
The manager escalates strategically when necessary to unblock stalled efforts.
My department champions projects that directly support strategic goals or KPIs.
Leadership at the Company encourages initiative and risk taking.

Above Expectations

Above Expectations highlights the willingness to exceed baseline responsibilities through extra effort, time, and dedication. It reflects a mindset of going beyond what is required (e.g., volunteering for additional tasks, working outside regular hours, and consistently aiming to deliver more than anticipated). Above expectations behavior is characterized by personal commitment and discretionary effort. These individuals inspire others by their example, contribute to team morale, and expand the departmentâs capabilities through sheer initiative and perseverance, even when the results arenât immediately quantifiable.

Employees in my department take on additional task without being asked or told to do so.
Leaders guide strategic initiatives to advance the department/organization.
My supervisor is an inspiration for others to perform above expectations.
Coworkers in my department do more than expected.
Colleagues volunteer time and effort toward the completion of important goals.
Associates take on extra projects after required work is completed.
Employees in my department aim to achieve more than what is expected or required.
The members of my team go above and beyond the stated goals.
Leadership here inspires others to perform above expectations.
Colleagues expand the offerings of the department by working evenings and weekends.

Persistent or Tenacious

Persistent or Tenacious behavior within the Initiative dimension reflects sustained effort, resilience, and a refusal to give up in the face of adversity. It's about maintaining momentum on long-term goals, championing ideas that lack initial support, and adapting creatively when standard approaches fail. These individuals follow through on tasks despite obstacles, bend rules when necessary to achieve meaningful outcomes, and learn from setbacks to refine future actions. Persistence is often quiet but powerful--it's the steady push that keeps initiatives alive when enthusiasm fades or conditions shift.

Coworkers in my department take the initiative to complete task ahead of schedule.
Managers sometimes bend rule when necessary to accomplish tasks.
Employees in my department might deviate from standard procedures when necessary to achieve goals.
Our department persists in stakeholder engagement even when initial outreach is met with resistance or indifference.
Coworkers begin a task and follow through until completion.
Our department seeks alternative methods or resources when initial approaches fail or are unavailable.
Colleagues will continue to work on a problem even in the face of obstacles.
The project leader is able to maintain momentum on long-term initiatives despite shifting priorities or limited support.
Associates champion under-supported ideas by building coalitions or reframing proposals to gain traction.
My manager demonstrates resilience by learning from failed attempts and applying insights to future actions.

Rises to the Occasion

Rises to the Occasion emphasizes urgency, responsiveness, and decisive action in high-pressure or time-sensitive situations. It's about stepping up when stakes are high--whether that means solving a crisis, volunteering for uncertain assignments, or taking corrective action when performance falters. This behavior is situational and immediate, driven by the recognition that something critical needs to be done now. Rising to the occasion is about acute responsiveness and leadership in pivotal moments. Both are vital, but they operate on different timelines and emotional intensities within the broader Initiative framework.

The project manager takes corrective action to rectify issues.
I feel encouraged to come up with new and better ways of doing things.
Associates act with urgency when time is limited.
My manager volunteers for challenging assignments others avoid, especially when outcomes are uncertain.
Our manager takes the initiative to solve pressing issues.
My manager takes corrective action to address performance deficiencies/issues.
My team immediately works on solving problems.
The supervisor sees what needs to be done and takes appropriate actions.
My department takes charge when there is a crisis.
My manager acts with urgency when time is of the essence.

Initiative in Relationships

Coworkers initiate draft documents for the director.
Our department empowers team members to quickly take ownership of problems and propose impactful solutions.
Coworkers inform the HR department of any personnel complaints or issues.
I can build strong interpersonal relationships upon first meeting.
Associates inform the manager of any important changes in the equipment operation.
The project manager engages with new customers immediately.
Our manager comes to the aid of those who may need help.
My supervisor coaches others to create an environment which can adapt quickly and willingly to rapid change.
Employees immediately inform the supervisor of any critical incidents.