This is an interesting article about employee engagement and culture and their effects on the bottom line. The article does suggest analytics as a way of “taking the guess work out of what drives employees”. Agreed, analytics are great if your HRD is at a level of sophistication to implement and use them.
There is another far simpler strategy – teach your managers how to speak The Language of Why. Leaders need to ‘talk up’ the culture. More over, they need to talk up the BIG picture of the organisation – Who are we around here? Where are we going? Why are we going there? What will it look like when we get there? Who do you need to be to succeed with us? And so on.
After two decades of training managers in the finer points of leadership and employee engagement, I know that there is a gap in manager’s ability to influence thinking and behaviour via talking about the Why. I won’t go so far as to say it is a 100% failing, however, in my experience, the majority of managers can talk How but not Why with their employees.
Enjoy the article…
Well, most importantly – your people. To quote Valuation Expert, Dave Bookbinder, the author of the best-selling book, The New ROI (Return on Individuals): “The value of a business is a function of how well the financial capital and intellectual capital are managed by the human capital. So, you better get the human capital right.” Let’s extend what’s at risk to bottom line profits and shareholder value. We can beat the horse about how engagement hovers near an all-time low for the past decade, but engagement is only one component of what makes up a company’s culture. The cost to replace an employee can be as high as 213 per cent of an employee’s base salary Let’s look at the entire lifecycle of an employee, from hire to retire. On the talent acquisition/hire front, making a bad hire can cost companies potential earnings, replacement costs, ineffectiveness, or worse, cause a drain on morale.
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