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Menu:
Updates:
April 2010:
Expert Insights - Creating a Team-Building Culture
March 2010:
Executive Briefing
February 2010:
Join other leaders who are maximising business performance
September 2009:
JobFit Assessments
August 2009:
Managing Human Capital in Unprecedented Times
June 2009:
Is your Organisation "Best-In-Class"?
May 2009:
Now is the time to Review your Screening & Selection Processes
March 2009:
Candidate Screening & Downsizing - How to make it effective!
January 2009:
All Managers can be Great Coaches
December 2008:
Study proves that Managers rarely understand the Success Factors of their employee
November 2008:
Perhaps if I starve the patient
that will make them stronger
October 2008:
Developing Courageous Leaders
September 2008:
Low Cost Employee Perks that won't punish your bottom line
August 2008:
Lessons of the Square Watermelon
Increasing Employee Engagement
Up until now there have not been any quantifiable financial benefits associated with increasing Employee Engagement, which has meant that this key success driver has been largely ignored by executives.
In recent studies by The Forum, the benefits associated with increasing Employee Engagement were even greater than anyone previously thought:
"...research found that companies with highly engaged employees have lower staff turnover rates, lower absenteeism, higher customer satisfaction and loyalty."
"Among the findings were that among the companies with high levels of employee engagement, operating income improved by 19.2% in the 12 months, while companies with low levels of engagement saw their operating income decline by 32.7%."
"Further, over the same period, the more highly engaged group of companies saw its net income rise by 13.7%, versus a 3.8% decline for peer companies."
"In yet another measure, earnings/share (EPS) rose by 27.8% among the companies with highly engaged employees, this compares to an EPS decline of 11.2% for the other analysed companies."
Strategically minded executives must embrace a radical idea: changing
financial-performance metrics to focus on returns on talent rather than
returns on capital alone.
With a proven direct relationship between Employee Engagement and organisational
productivity and profitability, every business owner and executive should
ensure that this economic driver is not only included in the organisational
KPIs but also the KPIs for every individual with people management responsibilities.
The eight key drivers for employee engagement are:
1. Trust and Integrity
(How well managers communicate and 'walk the talk')
2. Nature of the Job
(Is the job mentally stimulating day-to-day?)
3. Line of Sight between Employee Performance
and Company Performance
(Does the employee understand how their work contributes to the company's
performance?)
4. Career Growth Opportunities
(Are there future opportunities for growth?)
5. Pride about the Company
(How much self-esteem does the employee feel by being associated with
their company?)
6. Co-workers/Team Members
(Interpersonal relationships significantly influence one's level of
engagement)
7. Employee Development
(Is the company making an effort to develop the employee's skills?)
8. Relationship with one's Manager
(Does the employee value his or her relationship with his or her manager?)
Profiles International has the recruitment and performance management tools to directly improve the these key drivers, especially the most important driver being “the direct relationship with one’s manager”.
Download “The Economic Case for People Performance Management and Measurement”
article.