Measuring and improving employee retention is an increasingly vital challenge which is essential to the smooth function of “multi-location” operations that involve far flung managers and staff personnel. The power of key-driver analyses not only identifies what is important to improving employee performance; it provides a measurable basis for each business unit to target the specific areas that needed to improve. Not all management teams are equally good at communication, training, etc. The employee survey system that was developed lets managers know their real effectiveness on the important issues that impact employee performance, and how to improve the company-employee relationship.
From www.marketresearchbulletin.com
The last couple of weeks, I have reading up on Enterprise Risk Management - ERM - in prep for my attempt at getting a certification in risk management from GARP and PRMIA next year. The goal of ERM is simple: to create a culture that acknowledges the fact that everyone in the company is a risk-manager.
This entry from MarketResearchBulettin.Com made me think: in addition to ERM - and perhaps, even prior to establishing an ERM - there must be an integrated, enterprise-wide measurement system that (well) integrates performance metrics, socialization metrics, "shared culture and values" metrics, financial metrics, project management and efficiency metrics, and others.
True: this will make life for CFOs and CROs harder.
But that may be the key to a sustainably profitable, positive-cashflow company.
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Posted by: holistic directory | 29 October 2009 at 10:19