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A number without context is hard to interpret. If your organisation's score is 74, is that good? Is it where you would expect to be? Without a reference point, the answer is genuinely unclear.
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The best way to understand what measuring how your people feel about working at your organisation actually produces is to see it in practice. Not a...
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Recognition at work is often discussed as a motivational tool - something you do to make people feel valued and therefore more engaged. That framing...
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Benchmarks are only useful if the thing being compared is actually the same thing. This sounds obvious, but it is where most people data falls down.
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Organisational problems rarely arrive uniformly. They tend to start somewhere specific - a team under unusual pressure, a manager creating friction,...
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High-performing organisations do not have fewer problems than others. They have earlier warning of them. That distinction matters more than it might...
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There is a fundamental difference between a survey and a score. A survey captures opinion at a single point in time. A score tracks movement and...
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Most leaders find out what is going wrong in their organisations eventually. The question is whether they find out in time to do something about it...
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Most organisations believe they listen to their people. Town halls, open-door policies, manager one-to-ones, engagement surveys, there is no shortage...
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Most boards are good at tracking what has already happened. Revenue, margin, attrition, customer retention - these are the numbers that get airtime...