Insights

On average, less than 40% of employees believe that employers deserve their loyalty and the trend is worsening

Hudson Institute

Companies who scored highly on their ability to manage talent earned, on average, a 22% higher return to shareholders than their industry peers

Watson Wyatt Study

Highly engaged employees produce higher levels of productivity and customer service resulting in 17% more operating margin and 4x more shareholder value

...

A 1% increase in employee engagement equates to + 2.9% increase in sales

IES Study

Disengaged employees take an average of 11 days more sick absence per annum

TNS Study 2005

Employee satisfaction accounts for 60% - 80% of customer satisfaction, and a 5 unit increase in employee satisfaction equates to 1.3 unit increase in customer satisfaction which in turn delivered 0.5% increase in revenues

Heskett, Sasser and Schlesinger)

Engaged employees deliver 4 times more value to the organisation than non-engaged (disaffected) employees

Mercer Delta Study

You cannot ignore self-delusion. The problem with experts is that they do not know what they do not know.

Taleb: The Black Swan

Those who spend too much time with their noses glued to maps will tend to mistake the map for the territory.

Taleb: The Black Swan

Caring: 'a feeling of identification with what one's doing'... then you also see the inverse side of caring... Quality itself.

Zen and the Art of Motorcycle Maintenance

Most performance management processes fail because they are based on flawed underlying assumptions about people and performance. Find out what these are and how we can transform the way your organisation thinks about performance.

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Those who spend too much time with their noses glued to maps will tend to mistake the map for the territory.

Taleb: The Black Swan

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