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Ten Laws of Employee Engagement – Law #2

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YOU CAN’T MANAGE WHAT YOU DON’T MEASURE

You have undoubtedly heard this phrase before, and nowhere is it more relevant than in the field of performance management (or human capital management, as it is also referred to).  We bring lots of scientific and academic rigor to the table when we analyze our business, from financials to supply chain data, but when it comes to managing our employees, we deploy too little science and empirical evidence in the way we manage people. Much of what goes on in typical HR departments is focused on salary/benefits and (as required by law) on compliance. Very little of this work has anything to do with creating highly engaged employees.

The first step in changing this scenario is to actually measure engagement throughout the organization. Better still is to be able to report this critical data by division, location, manager and team.  This then gives leadership a very clear picture of where the organization is hemorrhaging productivity (and profits) and why. Very targeted remedial actions can be directed to exactly those managers and teams where the greatest problem exists. No need to put every employee through “leadership” training when the biggest problem is shipping during the night shift. Fix only what’s broken, saving time and money by dedicating scarce resources to support those individuals most in need.

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Don Rheem’s presentation on Employee Engagement gets underneath the real “whys” on the behavior of discretionary effort. I found his examples to be relative and understandable. I see how our leaders are making better connections with the hearts of our people, so everyone better understands the goals of the enterprise.

--Peter Rittenhouse, Director of Supply Chain
Nestle Waters
 
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