A large services company had experienced huge turn-over of key talent. It was struggling with employee disengagement, which manifested in its suffering culture and bottom line. It brought in ISG to perform culture and employee engagement optimization services.
Opportunity
The company was suffering from a common problem. Globally, up to 75% of employees are unhappy at work. This disengagement has caused companies in the US $450 billion in lost productivity every year. These types of cultural challenges not only impact employee engagement, but also customer engagement and ultimately the bottom line. Employee engagement surveys alone are not doing the trick. 80% of people leave their boss, not their company, so we knew helping managers and front-line supervisors understand what they can do to impact employee health is critical and often overlooked.
Imagining IT Differently
ISG knew we needed to address the root of the company's problems with a total culture shift. We were asked to help the organization transform its culture and positively impact its employee engagement. ISG took a holistic approach that encompassed not only identifying the key drivers of the poor culture, but also a plan to remediate, improve and create a sustainable process to continued improvement. The ISG team:
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Conducted a stakeholder analysis to determine what success looked like for their culture and how the company could measure it
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Created a custom Employee Engagement Survey that would help the company gain data on how it was performing against its success metrics
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Created a presentation of the results and prioritized actions of what should be done with a 12 to 18-month timeline
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Pulled together a SWAT team to help execute the actions for the company and be accountable to continual updates to the steering committee
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Created an educational program for all associates based on Powered By Happy, a trusted book on employee happiness at work
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Implemented our Manager-in-a-Box tool kit to train managers and directors on how they can better engage their employees
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Conducted monthly meetings with the SWAT team on how actions were being received and executed
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Conducted pulse checks with the organization via surveys and user focus groups twice a year to see how we were trending against our goals
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Performed a final survey to see improvement against the initial survey
Future Made Possible
- The company's employee engagement survey showed a 12% increase across the board, many of the improvements for each metric were double digit improvement
- Employee turn-over went down by 6% in key roles
- The profits of the organization went up by 12%
- The company received a Best Places to Work award nomination
- Recruiting top talent became much easier for the company
