Picture this scenario: the HR manager of Widgets, Inc., suspects that employee engagement is low after observing certain behaviours in the workplace. Some staffers are routinely showing up late or calling in sick more often than historical averages, while others have begun to openly grumble about things they don’t like. The HR manager knows that something is wrong, but isn’t quite sure how to gauge the true extent of the problem.
There is a vast body of literature, advice, and clinical studies on the subject of employee engagement. Many organizations try to tackle this all-important issue only to see their efforts fall completely flat, or at least fail to gain any noticeable traction. As the business saying goes, “what gets measured, gets managed.” And as any decent carpenter will tell you, “measure twice, cut once.” Proper measurement, therefore, is the first step in truly assessing employee engagement across the organization. The Net Promoter Score (NPS) has been used effectively for over 15 years as a reliable and repeatable methodology for this very purpose. So where do you start?
Developed in 2003 by Fred Reichheld of Bain & Company, NPS was originally conceived to quantify customer satisfaction with a company, brand, or product. Reichheld believed that there is a direct correlation between a company’s growth rate and the percentage of its customers who are extremely likely to recommend its products or services to a friend or colleague.
By asking customers a single question, companies could now determine what percentage of its customers were likely or not to make that recommendation. This discovery took the marketing world by storm. Over time the NPS was adopted for other uses beyond marketing, but particularly for measuring employee engagement.
Want to try it out for yourself? Download our FREE Net Promoter Score Guide to discover whether your employees are promoters or detractors of your organization.
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