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"Culture Eats Strategy for Breakfast"
Peter Drucker is credited for saying it first. But what's at the heart of a culture capable of eating strategy for breakfast? ENGAGEMENT: A KEY DRIVER OF FRANCHISEE SUCCESS
Imagine a well-run franchise as an orchestra. All of the musicians are attentive, working together and following the conductor’s lead to make a beautiful piece of music. Then, imagine what it would be like to be part of such a franchise, or to be a franchisor conducting the orchestra—the passion, energy, focus, cooperation and profitability. Now think about your franchise. How similar is it to an orchestra? One of the key elements that will help a franchise operate as smoothly as an orchestra is the level of engagement of its franchisees. Creating a culture of engagement within a franchise is not easy and it does not happen over night. But with engagement comes the ability to execute and achieve your organization’s vision. READ MORE |
GALLUP Q12: Engagement-Safety-Productivity-Loyalty-Profitability... SUCCESS
The findings of Gallup's Meta Analysis on employee engagement are confirmed in organizations focused on the key components of long-term business results. METHODS We accumulated 263 research studies across 192 organizations in 49 industries and 34 countries. Within each study, we statistically calculated the business/work unit level relationship between employee engagement and performance outcomes that the organizations supplied. In total, we were able to study 49,928 business/work units including 1,390,941 employees. We studied nine outcomes: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents, and quality. RESULTS Employee engagement is related to each of the nine performance outcomes studied. Results indicate high generalizability, which means the correlations were consistent across different organizations. The true score correlation between employee engagement and composite performance is 0.42. Business/work units scoring in the top half on employee engagement nearly double their odds of success compared with those in the bottom half. Those at the 99th percentile have four times the success rate as those at the first percentile. Median differences between top quartile and bottom-quartile units were 10% in customer ratings, 22% in profitability, 21% in productivity, 25% in turnover (high-turnover organizations), 65% in turnover (low-turnover organizations), 48% in safety incidents, 28% in shrinkage, 37% in absenteeism, 41% in patient safety incidents, and 41% in quality (defects). |