Built for HR Professionals by HR Professionals. At DecisionWise, we are passionate about helping companies and organizations succeed in three key areas: leadership, employee experience/culture, and employee engagement. Experts in the use of 360-degree feedback and employee engagement surveys to increase leadership and organization development.
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?
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
@@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
The income statement can measure each of these cost items. If the numbers are accurate, can you base your fees on the impact on the income statement? Everything else is just theory.
What do you do to get clients to ask questions to identify the bull shit that drives employees nuts? The EE/EX needle has stayed the same for decades because all the surveys focus on the low-hanging fruit, a fact you can bet the employees are well aware of. For years, Gallup has made the case that companies with higher EE are "21% more profitable." Yet, none of the EE/EX experts offers improved profitability as their value proposition. Imagine how easy it would be to get the CEO's attention if the deliverable was enhanced profitability. As long as the focus is on HR for EE/EX with no deliverable, employee engagement will remain nothing more than an exercise in optics. If in doubt, then sell the service to the CEO and describe the financial results that are likely to occur. The simple truth is that neither HR nor the EE/EX services folks can force change on disinterested leadership. Until that relationship changes, the competition will amount to nothing more than ours is better than theirs.
The question is, can the vendors base their fees on their financial impact on the clients. Engagement is an enterprise issue; managers are only as engaged as the general employee population. How do we expect disengaged managers to overcome their disengagement? Further challenging is expecting HR to work with the survey vendors, knowing that neither can force disinterested leadership to change. Here's the only question: Can any survey company working through HR base its fees on their impact on the income statement, margin change, or any other business metric? There are thousands of survey companies, EE/EX experts, keynote speakers, and seminar and webinar leaders, and none market their client's financial results. Again, if the fees are not tied to outcomes, then the client is taking all the risk; how much sense does that make? Clechés are not results.
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The biggest myth is that HR is in a position to force disinterested leadership to change, and the vendors are in precisely the same position. That's why no one uses examples of improved business metrics in their sales and marketing. HR says they were great, which is as good as it gets. What does the CEO have to say?
How about not laying off employees to appease secondary stock holders who never invested in the company using trumped up fake numbers. Customer > Employees > Actual Investors > Stockholders. That's the priority. And you don't have any Customers (ie income) without employees.
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