Would you recommend your company as a place to work?
I can’t find better advertising, marketing, than an employee recommending their place of work. It’s when employees talk about their job as if they were the company founders, sharing the vision and goals and enthusiasm of belonging to the organization, and working for the love of working there.
The eNPS is an indicator frequently used for measuring employee engagement. Its origin stems from the NPS (Net Promoter Score) that is used in marketing to measure the fidelity and the intention of repurchase on behalf of the clients.
eNPS and NPS
There is a close correlation between eNPS and NPS. The correlation is high and it is logical to say that an increase in eNPS (satisfaction of our employees) , makes the NPS (satisfaction of our clients) also grow and vice versa. In turn, an increase in NPS, generates an increase in income!
In times where talent is not abundant, high rotation typically follows due to seeking better conditions, and here, I’m not referring to economic conditions.
Intrinsic Motivation
Daniel H. Pink shows us that what really works for retaining talent is intrinsic motivation. The stick and the carrot are lousy motivation substitutes, serving only for tasks that can be easily automated…
According to Pink, the pillars of intrinsic motivation are three: autonomy (the desire to be self-directed, to make a decisive contribution), mastery (mastering the discipline, continuous learning) and purpose (the mission, vision and values of a company). The organizations that will emerge from the present crisis are those that maximize their purpose, not their benefit.
Would you recommend your company as a place to work? With the eNPS structure, here the employee would have a scale from 0 to 10 to value it. Where would you like your company to stand? Imagine that the answer is negative in a company of 10,000 employees. Portals like Glassdoor in which the usual practices are exposed, which side of the fuse do you prefer to be?
So, then why do we ignore and insist on making the employee journey tiresome and not an incredible journey? I know, one cannot govern everyone the same, but there are basic guidelines that can help. Active listening, feedback, the use of two-way communication, peer recognition, and gamification, are highly efficient tools to find out more and more about our employees. This way we can understand and empathize with them to know they want, how and when, then give the answer that generates good synergies between both parties. At the end of the day, we all want to be heard, we all want to be better at work, personal, and family levels.
Managing people’s emotions doesn’t have an economic cost.
If you doubt that scoring high on HR analytics or metrics such as eNPS will not improve productivity, nor will bring more innovation and creativity for the R&D departments, nor attract and retain the talent required to make your companies THE PLACE to work, then you are not thinking about today’s times. Today, more than ever, people have the power and information in their hands to decide where, how, and when they want to collaborate. According to Michel Foucault “in a society to exercise knowledge is synonymous with the exercise of power”. As a result of this statement, they already know what awaits organizations that do not adapt to the environment they wish to be in.
I firmly believe that this is the word where “COLLABORATING in multicultural environments where the organization has a social and economic purpose, bringing value to the people and community where it belongs”.
