What Happens When People Measure Up?
What Happens When People Measure Up
Over 5,000 employees of Fortune 500 corporations were surveyed (2006-07) by PeopleMetrics, a leading research firm specializing in employee engagement, customer engagement, and strategic market research. A key finding from the survey was this: companies in the highest quartile in profitability had twice as many engaged employees as those in the lowest quartile.
The survey went on to determine the ratio was identical for individual performance: the people who performed at the highest levels were 100% more engaged than those whose performance was evaluated as lowest.
I offer that any other end measure--profit, productivity, retention, customer satisfaction, error rate, or anything elseâ ”has a positive connection to employee engagement. The organization whose employees engage more fully in their work has higher rates of return in specific areas measured than its competitor has.
Heres another way of looking at that fact. Your organization improves the engagement factor among your employees; you see internal measures improve. Employees engaged in their function, their responsibility, their performance generate outcomes beneficial for the organization. When employee engagement happens, these things can happen: absentee/tardiness rates decline, turnover drops, morale increases, customer satisfaction rises, conflict ebbs, recruitment eases, retention improves. And more.
My hunch is that PeopleMetrics looked first at profits because they know profit motivation is at work in Fortune 500 (and more) companies. Nothing wrong with that.
Maybe you may want your hospitals patients to return higher evaluations of quality of care, pleasure of stay, treatment of staff. Perhaps you are looking for increased productivity among your operations employees. You may be striving to attract better candidates and keep them longer.
What you want does matter. Thats your strategic planâ ™s target, goals and objectives. Itâ ™s your management teamâ ™s action items. So it does matter how you attain those desired results.
One approach I believe in and that evidence supports is an Engagement Culture.
An organizations culture is bigger and deeper than a training program. It goes farther and lasts longer than a motivational strategy. A culture does more than work for an organization. An organizationâ ™s culture is how it lives and breathes. So it becomes how employees live and breathe their association with the organization.
Below are five characteristics of an Engagement Culture. These characteristics promote and increases engagement among employees. Itâ ™s easy to see why.
â ˘ The organization demonstrates its value(s) in ways meaningful to the employee.
â ˘ The organization demonstrates awareness of the employees value to the organization.
â ˘ A manager communicates continuously and for a variety of reasons with the employee.
â ˘ An employee is provided clear information of her jobs, managers, and organizations expectations.
â ˘ Tools and resources (including education) are readily available for the employee to initiate her/his individual improvement.
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