What process do you use to integrate your strategy with continuous strategic decisions?
What processes are in place to know how emotionally engaged your employees are?
What processes are in place to retain and grow people as top performers?
Studies have highlighted the importance of employee emotional engagement related to increasing revenues. Watson Wyatt found the financial performance of organizations with highly favorable employee attitudes is nearly four times better than companies with poor employee attitudes.1 The Conference Leadership Council discovered that increased employee engagement can lead to a 57% improvement in employees' willingness to "exceed duty's call."2
A highly effective organizational strategy has the right people in the right roles doing the right things. Led by our AL2Asm (Ask, Listen, Learn & Act) process, our exclusive service creates alignment within your organization so you achieve and exceed expectations of key stakeholders.
(Ask, Listen, Learn & Act)
|People Performance||Strategic Planning||Internal Communication|
AL2Asm (Ask, Listen, Learn & Act): Only 29% of employees are fully engaged at work3 and 79% leave their positions due to a lack of appreciation.4 Our personalized process combines a 360-degree review, an employee satisfaction survey, and an employee engagement analysis. Experience indicates that a detailed understanding of asking, listening, learning, and acting from employees leads to emotional engagement. This creates customer loyalty, resulting in maximized profitability. Results eliminate organizational misalignment, reduce employee frustrations, raise employee satisfaction, and create increased communication and emotional engagement.
People Performance: More than 25% of employees are unclear as to what they are expected to do in their roles. Our approach to people involves focusing on A, B and C roles (based on level of strategy and performance) and then assessing your people in these roles. Experience indicates that performance management leads to increased business results, providing linkage between people and strategy. Results eliminate concerns about having people in "wrong" roles, reduce training and developing people in non-strategic positions, raise levels of performance, and create a stronger workforce focused on strategy and value.
Strategic Planning: Nearly 60% more decisions are made by organizations that use a continuous review strategic planning process.5 Our process aligns consistent annual objectives with specific strategies in a SMART action plan (Specific, Measurable, Attainable, Relevant, Time-based) for thorough employee emotional engagement. We ensure success by including up to 4 annual meetings with your leadership team to continuously review and modify your strategy. Results eliminate department "silos", reduce duplication of efforts, raise awareness of strategic objectives, and create organizational direction and emotional engagement of people.
Internal Communication: Organizations with the highest levels of effective communication experienced a 26% total return to shareholders compared to a negative 15% return for companies that communicate least effectively.6 Our process provides a communication plan, strategy and tactics for your organization to create an effective internal branding strategy. Results eliminate employee confusion, reduce department "silos", raise awareness of organizational issues, and create brand and message consistency.
1 Watson Wyatt Work USA 2004/2005: Effective Employees Drive Financial Results.
2 Buchanan, Leigh. "The Things They Do for Love." Harvard Business Review. December 2004: 19
3 Fleming, John; Coffman, Curt; and Harter, James. "Manage Your Human Sigma." Harvard Business Review. July-August 2005: 107-114.
4 Elton, Chester. "Compensation of Benefits." SHRM. June 2006. SHRM. <http://www.shrm.org/rewards/news_published/CMS_017542.asp>.
5 Mankins, Michael C. & Steele, Richard. “Stop Making Plans Start Making Decisions.” Harvard Business Review. January 2006: 76-84.
6 Watson Wyatt. "Connecting Organizational Communication to Financial Performance - 2003/2004 Communication ROI Study."