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What Separates the Best from the Rest?  C51

        resources to help this business, just like everyone else. Where do I start, and
        what’s going to give me the best return on my investment?” We realize
        that looking for the best “return on investment,” so to speak, will be
        important for all employers in building, or rebuilding, their status as
        a great workplace.
           Certainly, we reasoned, the impressive engagement scores of the
        winning companies did not happen by luck or chance—winners must
        be doing something better than or different from companies with
        lower engagement scores. Since 2004, several hundred employers have
        been recognized in various communities, so we knew we would have
        plenty of companies to ask about their “secrets of employee engage-
        ment.” Our job was to glean insights from our in-depth data analysis
        and through discussions with winning employers, to ascertain “the set
        of their sails.”





        :   ”LEADING” VERSUS “LAGGING” INDICATORS


        We often hear experts in the fields of economics and accounting talk
        about “leading” and “lagging” indicators. The so-called lagging indica-
        tors help to explain what has already happened, while leading indicators
        help to predict what will happen. In business, for example, a company’s
        profitability is a lagging indicator, because it is a measure of what has
        already happened in a business related to its relative profitability.
           In human resources we might also talk of leading and lagging in-
        dicators. A company’s yearly turnover rate, for example, would be a
        lagging indicator, because it tracks historical data—the number and
        percentage of employees that have already left the organization. This
        and other lagging indicators are important to be sure, but we wanted
        to help identify the leading factors that could help predict the future,
        especially about critical business outcomes such as employee turnover,
        profitability, or customer loyalty.
           We have abundant evidence that the factors we are about to de-
        scribe are leading indicators of employee engagement. How well we
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