Building Leaders from Within: Upskilling and Empowering Your Team

[@Decision-wise]

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[@jesmith9975]

Imagine you were selling these numbers to the CEO and officers instead of HR. Based on prior clients' results, what would the impact be on the income statement? All are nothing but subjectively measured numbers. That's the elephant in the employee engagement room; no one talks about objectively measured numbers. EE/EX is a multi-billion-dollar industry with no proven benefits. From the CEO's point of view, the compelling reason to do EE/EX is simply for the optics. Do you see it differently?

[@Decision-wise]

Hi, thanks for the comment. For those of us who advocate that EX matters, we are in a Catch 22 situation. The reality is we have yet to find a client that is willing to share their financial metrics in such a way as to prove or disprove our hypothesis. Thus, we are left using indirect evidence. But, I would note that the indirect evidence is compelling. The reason top-performing people leave an organization (regrettable turnover) is usually not about money, it's about culture, relationships, and their personal employee experience. In some ways, EX is not about a direct impact to the income statement, it's about risk management and ensuring you keep the people that matter to the organization. - Matt Wride

[@jesmith9975]

@@Decision-wise Great to hear from you. The EE/EX industry plays out at two district levels. Level one uses the focus on a survey conducted by HR. That hasn’t worked despite all the hype generated by Gallup, who has yet to cite a single transformation. The second EE/EX level starts at the CEO and gets right to the problems. The survey is a single question from the CEO and a third party collects the data and fights the blockers at whatever level they appear, when necessary, taking the challenges to the CEO’s staff meeting. Not even the CHRO can do that and survive. Here’s a thought to challenge you’re thinking. We spend ten weeks meeting with employees helping them build business cases for their suggestions. The number one phrase we regularly hear is, “How do we stop the bullshit stuff?” I suspect you can imagine how difficult it would be for HR and a survey provider to have those conversations. This approach works so consistently that we used to base (I retired) 75% of our fees on the improvement to the income statement. Never had a challenge talking about the finances. Best of luck, cheers, Jim