What is the value of a key performance indicator that measures the employees’ loyalty to their employer?
Many of our customers are in the midst of an intense phase of workshops and action planning based on survey results. Some have managed huge improvements while others hover at the same levels year after year. What is the difference between these companies, and what does it take to achieve sustainable change and improvements?
Here is our view on how to improve results and create a solid foundation from which employee engagement can be driven:
- Plan. Clearly defining the drivers of business success and measuring those in the survey makes the employee survey a strategic tool. Results will be used not only by HR, but by every single manager in the company, as a basis for decisions and prioritization on future investments and development
- Stay tuned. Successful organizations measure quick, short, relevant and often to keep on top of their game. Measuring every other year gives too few observations and allows too much water to pass under the bridge, giving you outdated and old information to act on.
- Act on results. Prioritize important areas according to business impact. Identify business areas, teams and managers with poor results and offer support. We know that managers in coaching or leadership development programs, as well as leaders who get support in conflict situations are inspired and motivated to deliver on completely different levels than leaders who are left out in the cold on their own.
- Focus on behaviour. No change happens unless we do things differently. Allow some time to define what kind of behaviours you would like to see in your management teams and among your employees. How can you reward and recognize those behaviours and make them an integral part of your culture?
Please contact us if you want more information about our view on organizational behavior modification.