Businesses often look at production, sales, and profit to evaluate their success. It has been shown, however, that the “soft” numbers best predict direction and action planning. These numbers tend to be metrics related to Brand, Customer Loyalty Development, and Employee Engagement. There are strong linkages among organizational effectiveness, customer loyalty, brand loyalty and important business outcomes.1
The Gallup Organization in its analysis of millions of employee attitude responses across companies and cultures demonstrates that 12 key areas consistently relate to Retention of Employees, Business Unit Productivity, Profitability, and Customer Loyalty.
What employees believe about their place in their own company.2
• I know what is expected of me at work
• I have the materials and equipment I need to do my work right
• At work, I have the opportunity to do what I do best every day
• In the last seven days, I have received recognition or praise for doing good work
• My supervisor or someone at work seems to care about me as a person
• There is someone at work who encourages my development
• At work, my opinions seem to count
• The mission/purpose of my company makes me feel my job is important
• My associates (fellow employees) are committed to doing quality work
• I have a best friend at work
• In the last six months, someone at work has talked to me about my progress
• This last year, I have had opportunities at work to learn and grow
If the workplace and the perceptions of employees can indeed create a competitive advantage for an organization, then we must make sure they feel that they fit into the grand plan.
Do your employees create a competitive advantage for your organization?
1 Curt Coffman and Jim Harter, Ph.D. “Leading versus Trailing Indicators”
2 Linking Attitudes to Outcomes, The Gallup Organization, 1999