Employee Engagement

How to Improve Your Ratings and Embed ‘Best Practice’ in Your Organisation

Case Study: 

A major global financial services provider with an extensive international presence in Europe, the Americas, Africa and Asia, employing over 100,000 people utilised a systemic approach in one part of the division so that the learning could be captured and leveraged, ratings improved by 12% year on year, variation in results reduced by 1/3 and targets were beaten by such a margin that the next two years and most of third year targets were achieved too.  

Success depends on joining up the engagement gap - It’s never too late to integrate! 

Employee Employee Opinion Survey ACTION Planning

Me Two U has the 'know-how' to help you to drive growth by identifying the most suitable course of action and right interventions to improve your business results.

Also see Change Manaagement and Process Improvement  linkages

One aspect constantly distinguishes ‘Top Performing Organisations’ (HPO’s) from the rest of the pack are motivated and satisfied employees, compared to companies whose employees had low engagement scores.

The facts are in the figures

For more than fifty years ‘The Gallup Organisation’ has asked customers and employees alike a huge variety of questions about jobs, the workplace, and decisions related to purchases and consumption. They queried every major type of industry, conducting research on a global scale. What they discovered is organisations which demonstrate higher levels of employee engagement enjoy higher quality products and services, as well as increased colleague and customer satisfaction; which in turn leads to greater returns on investment and increased employee satisfaction ratings.  

A tried and tested methodology for improving results

Teams work smarter and together and can be a great motivator for your employees and an effective mechanism to engage and agree progress toward the agreed goals.  What gets measured gets done, so it’s important to define improvement targets at the outset that are challenging but feasible.  However, all too often Strategic Business Units (SBU’s) will most likely set independent improvement targets that are not always joined up, thereby encouraging information silos, fragmented objectives and separate plans with no cross-dependencies and duplication of effort.

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