To generate real change, think performance and ROI
by Jane Sparrow
Afew weeks ago I had an interesting conversation with a senior leader who needs to build and sustain a workforce capable of driving the company toward a much
brighter future. He’s not alone: U.K.
productivity and growth remain disappointingly sluggish.
The leader was absolutely prepared
to invest in his employees—but only if
there was a direct correlation between
how much he spent and the increases
he’d see in performance as a result. How
could he justify it otherwise?
Every leader is right to challenge when,
where, how and why every penny of
investment is spent in sustaining a workforce that will deliver more in terms of
performance, productivity and growth.
The cynicism around engagement persists because most organizational-level
investments in engagement do not
deliver long-term sustained performance.
It’s fine to question the ROI of these
types of investments. Luckily, there is
considerable, accredited evidence that
proves high-performing employees exist
because of, and not in spite of, a culture
that enables them to be their best. It’s no A R T