If it is clear from the research that employees hold the key to raising profits and value in a company, why is it that management has been traditionally inept at measuring and managing them?
We have only learned how to measure this accurately in the past 10 to 15 years, so part of the problem has been a simple lack of reliable metrics. This inability to measure engagement also prevented the accumulation of the data needed to build a solid understanding of how to engage employees.
Now that we have a considerable amount of data, it has also become clear that many of the assumptions companies have made about their employees have simply been wrong. For example, there has been a tendency on the part of many executives to value control over quality by scripting employee behaviors when they interact with customers. These executives view employees as mistakes just waiting to happen, as impediments to doing business, and as costs to be minimized. It is difficult to engage an employee who knows that he is viewed as a costly nuisance at best by the organization’s leadership.
To thrive in today’s business environment, companies must transform their businesses preemptively, not defensively.
It is not surprising that many companies find their strategies and business models increasingly out of step with their environments. See more at: http://www.innothinkgroup.com