Here is a brief excerpt from an excellent article written by China Gorman and featured by TLNT.com, an HR blog about the business of HR, with news, insight, and topical information from experts and thought leaders in HR, talent management, and all areas related to HR and managing a workforce. This includes legal topics and issues, compensation and benefits (health, financial/retirement, and voluntary), HR technology and software, training and development, HR management, and other related areas. TLNT is the go-to place for smart, timely, and thoughtful HR and talent management information.
To read the complete article and check out other resources, please click here.
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I was talking with the CEO and CMO of a startup software company in the HCM space yesterday. One of the things we talked about was the ready availability of data that link organizational performance with employee engagement.
No longer the stuff of smoke and mirrors, the correlation between higher revenue, lower costs and greater customer satisfaction with employee engagement is rock solid.
Whether the data come from academic researchers, think tanks, research/analysis firms or other interested parties, we can cite legitimate sources to underpin our ROI calculations. (See my previous posts here and here.)
Why pushing engagement really matters
Here’s what you need to know: Gallup research has found that the top 25 percent of teams – the best managed – versus the bottom 25 percent in any workplace – the worst managed – have nearly 50 percent fewer accidents and have 41 percent fewer quality defects. What’s more, teams in the top 25 percent versus the bottom 25 percent incur far less in health care costs. So having too few engaged employees means our workplaces are less safe, employees have more quality defects, and disengagement – which results from terrible managers – is driving up the country’s health care costs.”
Here’s the corresponding chart from the report:
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This originally appeared on China Gorman’s blog at ChinaGorman.com.
China Gorman has held strategic business leadership roles in the human capital management sector. Currently CEO of the CMG Group, a consultancy supporting solutions providers in the human capital management sector, she is a sought-after speaker and thought leader in the broad HR marketplace. Well known for her tenure as Chief Operating Officer and interim CEO of SHRM (the Society for Human Resource Management), she also held the posts of President of DBM North America, and President of Lee Hecht Harrison, the global consulting division of Adecco, which became the performance leader in its industry under her leadership. You can read her blog at ChinaGorman.com, and contact her at firstname.lastname@example.org.