The chances are that how your staff deliver results will make the difference between success and failure.
So can you do anything to make a difference?
A few facts (apologies they are from recent
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67% of companies with stronger financial performance have performance management systems that cover all managers and some levels below with a performance management process. Only 28% of the weaker performers do.
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44% of the stronger performers have aligned their managers objectives with organisational objectives. None of the weaker performers do.
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38% of the stronger performers have a succession planning in place; 0% of the weaker performers do.
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Customer satisfaction is strongly linked to employee engagement. Where this is strongest, performance will be over three times more effective than where it is not.
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Just 14% of the world's workforce is highly engaged; 84% of highly engaged employees believe they can positively impact the quality of their work.
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86% of the world's workforce is moderately engaged or disengaged; 31% of disengaged employees believe they can positively impact the quality of their work.
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Employee engagement is linked to labour turnover; 59% of highly engaged staff have no plans to leave; only 24% of disengaged employees have plans to leave.
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Companies with higher engagement have 5.75% better operating margins than those whose staff are less engaged.
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Organisations applying practices delivering higher employee engagement grow faster (60% to 130% higher), achieve 20% better stock market performance and sell more per employee (over twice the amount than those with less developed practices).
In a nutshell, organisations with higher staff engagement and lower labour turnover achieve higher customer satisfaction, higher productivity and better financial performance.
What makes the difference?
It is the usual list:
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The nature of the job
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Career growth opportunities
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Line of sight between personal performance and company performance
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Employee development
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Relationships with team members
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Relationship with one's manager
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An environment founded on trust and integrity
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Pride about the organisation
Or, put another way, employees must have a job that gives them satisfaction, a clear understanding of the business environment, the ability to gain the skills necessary to succeed and
a career path to follow.
The bottom line; there is no rocket science or magic dust operating here. Just good practical people management supported by a sense of direction and some useful tools (to save time, keep it simple and avoid having to re-invent the wheel).
To discuss any of the points raised in this article or how our HR skills can help you get the best from your staff, please call Campbell on 01494 478806 or e-mail
campbell@hradvantage.co.uk
Source: Drive Top and Bottom Line Results with People Performance. Erik Berggren and Christopher Lozaga. Success Factors Research 2008
