There are now many studies which show a direct correlation between employee engagement and organisational performance. The recent MacLeod Report commissioned by the British Government cites many examples.
In most organisations, the value of intellectual capital outstrips the value of tangible assets by quite a margin. That means that the largest asset to be managed has a significant human dimension. Our systemic approach to engagement also delivers a robust platform for employer branding.
We recognise that companies are dynamically complex systems and that necessitates a joined-up approach to engagement and the people practices and policies that drive it.
Organisations with engaged employees enjoy lower absenteeism, lower costs of attrition, fewer reportable accidents, less wastage, better productivity, and significantly out-perform their less engaged counterparts by quite a margin. It doesn't matter what performance measures you use; we have helped this process in PLCs where they measure Total Shareholder Returns; Mutuals, where they measure member value; and Professional Services where they measure Partner profit.
We are firm believers in research-based strategies. Find out more about our survey instruments here.
The Engagement Manifesto:
A Systemic Approach to
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I found John's style particularly motivating.
Joss Farrow, L&D Manager
Marks and SpencerBTW
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