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Measured and Managed

May 2, 2011

We measure all kinds of things in business. Revenue, expense, profitability, turnover, inventory, etc. You name it, and it probably shows up on a corporate report at the end of the month.

 

There is a simple reason for all this reporting. We set objectives, and the reporting lets us know if we’re on track to meet the objectives. There is an old saying that if you can’t measure something, you can’t manage it. In many ways, we’re measuring things so we can manage them.

 

Those things most organizations choose to measure are tied to their strategic objectives — the bigger picture. The engagement of employees is a high priority for many organizations, but high priorities don’t mean anything until they are measured and managed. If an organization is going to truly enhance the engagement of employees, an employee engagement initiative must be a top strategic objective. We must measure the engagement of employees, the desired activities to bring about the enhanced culture, and the progress toward the desired culture. Only then can we begin to manage the process, and truly lead our employees.

 

Clint Swindall

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