HRO Today September 2016 - 79
Workforce Management
Figure 1
of their business
outcomes only
28 percent of the
time. That means if
these organizations
had solely focused
on improving
engagement, they
would have put
forth time, effort,
and resources to
an initiative that
would not have
provided bottomline
improvement
72 percent of the
time. What should
organizations do?
1. Use real analytics
to connect HR directly
to business outcomes.
By using analytics
to determine which
aspects of employee
experiences are most critical to an organization's business
outcomes, HR can build credibility as a business partner.
One of the most important findings from this study is
that none of these categories matter all the time for
every outcome across all organizations-there is no
silver bullet that works for every organization. A onesize-fits-all
approach doesn't apply when it pertains
to understanding and taking action on employee
experiences. Organizations can, and should, be doing
a better job of strategizing how to use their employee
survey data in a way that will drive business results.
This is done by integrating employee survey data with
business outcome data and analyzing it. This can reveal
the specific elements of the work environment that are
driving business results. Narrowing in on engagement, or
any other employee attitude, is a dangerous strategy if
you are not able to show the direct connection between
survey scores and business metrics.
2. Show the actual ROI of your employee survey. By
connecting employee survey data with business
outcomes, HR will be able to show how certain initiatives
moved the needle on key business drivers and business
outcomes by a specific percent. ROI can be shown
by clearly defining the business results that impact
the survey and where
the corresponding
improvement is. For
example, by showing an
increase in sales, leaders
will better understand
the money spent on the
survey.
3. Make survey results
actionable and impactful
for front-line leaders.
Front-line leaders have
a tendency to look at
survey results as either
punitive (if they don't
score high enough) or as
an HR exercise with little
to no value. Conducting
a survey and taking
targeted actions based
on the results can show
the impact. The results
can show leaders their
performance, where
they need to improve, and the biggest areas of business
impact. The conversation then changes from " you need
to score higher on the survey " to " if you focus on these
few areas on the survey, you will make more money. "
That is a story that front-line leaders will be interested in.
For HR leaders, the good news is that employee surveys
are still a foundation for reading workforce attitudes.The
difference is using the data in a way that shows direct
impact on business outcomes and arming leaders with
the tools to take action. HR already has the requisite
organizational development skills to create great
programs and initiatives based on what is uncovered
from the employee survey-the upside is that HR can
now show the ROI of investing in these programs and
initiatives. Bottom-line: Chasing engagement scores
has little value; driving business outcomes has immense
value-and getting there isn't far away.
Dr. Scott Mondore is cofounder and managing partner of SMD. About
the study: The respondents represented a variety of industries including
healthcare, non-profit, retail, manufacturing, and professional services.
These organizations also ranged in size from less than 100 employees
to several hundred thousand employees. SMD examined data across
nearly 30 organizations and over a half a million employees.
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HRO Today September 2016
Table of Contents for the Digital Edition of HRO Today September 2016
HRO Today September 2016 - 1
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