In medicine, doctors don't treat the symptoms; they form a diagnosis and treat the disease. Organizational improvement requires the same philosophy. By using key driver analysis and normative benchmarks, ISR can help to diagnose what issues must be targeted to achieve the outcomes the organization is seeking, such as higher levels of employee engagement.
A case example:
How one client approached improving commitment
In order to decrease hiring and training costs and improve productivity, the leadership team of a global manufacturing company determined that employee commitment needed to be improved. Their research objective was to understand where to focus their efforts for maximum effect.
ISR conducted a key driver analysis to identify the factors driving commitment. As the first chart below shows, this analysis revealed four factors: perceptions of employee development, management, involvement, and pay. Because employee development was the strongest driver, employee perceptions in this area were explored more thoroughly.
ISR then used normative benchmarks to further refine the client's understanding of employee development. Based on their variance to norm, items in this category were targeted as potential leverage points for action. As the second chart below shows, the question of how job openings are made known to employees is the only item that fell significantly below norm. This suggests that the opportunity to learn about available job openings is an especially important leverage point for efforts to improve perceptions of employee development and enhance employee commitment.
Armed with this research, the company responded by reassessing its job-posting systems and other initiatives designed to make employees aware of available career advancement opportunities.
|