To this employee retention speaker and employee retention author, data is king. I love data. Coming out of a manufacturing environment we used data as factual evidence that we were doing well or struggling with a variety of metrics that we needed in order to successfully run the operation. We could look at the data and tell by the numbers if we were being successful. This ranged from scrap rates, to productivity, to quality indexes, to customer satisfaction surveys, to sales numbers and gross margin. We measured everything and knew how important each number was to the success of the organization. Back in the day, when dinosaurs roamed the earth, we even measured our employee turnover and engagement when NOBODY was talking about those numbers.
Today, this employee retention trainer is shocked that some organizations still don’t even know what their employee retention and employee engagement numbers are. In this day and age, those are two of the most important numbers an organization can look at. Or worse yet, they measure them, see they are bad, and ignore them. Those organizations are in for a rude awakening. Those two numbers are indicative of a lot of dollars flowing out the door that could be going to profit, employee bonuses or new equipment to make the business more productive. It’s time for people to shift their paradigm and realize it is not 2008 or 2009 when people were available in droves.
It’s time to shift your paradigm and look at your employee retention and employee engagement numbers…and do something about them. These are not “soft” numbers. They are numbers that point to underlying issues that are costing your organization “real” money. Every dollar you can put on the bottom line enables you to increase profits or strengthen the organization further and make it healthier. It’s money that can be invested back in the business.
This is pretty simple stuff. It’s just not easy to shift that paradigm. Look at your numbers. Where the numbers are out of line, take corrective action to get them heading in the right direction and then take those dollars and pump them back into the business. That’s how you build long-term viability and sustained profits. Don’t ignore the data. The data tells the story that you need to hear and when you hear the story, listen. If you use that as your approach to your business strategy, you will be successful. It’s as simple as that.