Engaging staff could help the UK thrive in the upturn is the unanimous verdict of 150 CEOs and HR Directors from companies with over one million UK employees polled for a business leaders’ conference to be held on 10th September by employee engagement survey specialist ETS.
I find that most companies I work with nowadays are pretty good at insisting that business requests for IT solutions are accompanied by a robust business case that surfaces all the costs (including total life cycle costs), expected return on investment (ROI), risks, mitigation strategies, and so on.
Like most companies in the healthcare industry, Johnson & Johnson Pharmaceutical Research & Development, L.L.C. (J&JPRD) faces the commensurate challenges of growing its business in an increasingly competitive marketplace while discovering and developing innovative new medicines.
We live in an era that values immediate satisfaction. Drive-through employees are docked for taking too many seconds to provide a hot, cheap meal. We don’t even have to spend time driving to a movie theater or rental store these days – we can stream nearly any entertainment we want from the web or order it directly from our TV. Yet, even in this interconnected era, certain things are better when they’re done slowly and thoroughly. Employee engagement is one of those items.
Momentum in customer retention and share of spending is vital to sustained market success. While strides have been made, customer-centricity tends to be an elusive aspiration. Universal challenges revolve around cross-functional and organization-wide cooperation and alignment.
The US Bureau of Labor Department forecasts in 2010 there could be ten million more jobs available than there are available employees to fill them in the US. So it is not surprising that Greg Ziols, Chair of Vistage, the world’s largest CEO membership organization, cites “recruiting and retaining employees in a tight labor market.” to be the most significant trend impacting business today.
Building company-wide accountability is a key element to making a business sustainable over a long period of time. Not surprisingly, all high-performing organizations are moving toward more empowerment, enlightenment — and building their own organizational accountability.
With all of today’s financial pressures, everyone wants to show return on investment. The problem is, not everything has an easily measured ROI. More specifically, since ROI is actually a financial measure, sometimes–many times–what we really need to be satisfied with is simply measureable results. Consider my recent conference experience…