Reporting Quarterly Results
It's quarter results reporting time and once the results are released to the analysts and the markets, it's time to report them to the employees. Today was that day and it set me thinking.
How well the financial results are reported - the top line, bottom line growths, the market share basis points, the overheads and leakages - all against stringent targets. Excel upon excel filled with numbers - so many of them that after a point they feel like an unending labyrinth - are consumed in recording, analysing, deciphering and finally reporting these results which lead to share price fluctuations affecting the organizations market capitalization.
What struck me was that it is just these numbers that influence the categorization of an organization as successful, growing, on the right track, worth investing in etc. Why are there no metrices to track people - their levels of commitment to their jobs, their happiness levels at work, their drive and passion for their roles. Is a healthy report card of these metrices not, perhaps, as great a determiner of the success, growth, investment-worthiness of an organization as the financial results? It might, in fact, be an equally strategic and long term indicator of an organization's success if the people working there are driven, passionate, committed and happy at work.
This article by Jack Welch on getting "people" right in an organization and the role of HR in developing a team of happy, committed employees says it perfectly. It simply says:
I came across this survey on happiness at work to understand the happiness and well-being of employees at work. But this is a survey to check what people feel about their organization and how they feel being a part of it - some of the sure shot happiness determiners are examined in depth and people's responses are calibrated. I was looking at it to determine if it pointed to metrices that could be used to report - but I think that needs more work.
How well the financial results are reported - the top line, bottom line growths, the market share basis points, the overheads and leakages - all against stringent targets. Excel upon excel filled with numbers - so many of them that after a point they feel like an unending labyrinth - are consumed in recording, analysing, deciphering and finally reporting these results which lead to share price fluctuations affecting the organizations market capitalization.
What struck me was that it is just these numbers that influence the categorization of an organization as successful, growing, on the right track, worth investing in etc. Why are there no metrices to track people - their levels of commitment to their jobs, their happiness levels at work, their drive and passion for their roles. Is a healthy report card of these metrices not, perhaps, as great a determiner of the success, growth, investment-worthiness of an organization as the financial results? It might, in fact, be an equally strategic and long term indicator of an organization's success if the people working there are driven, passionate, committed and happy at work.
This article by Jack Welch on getting "people" right in an organization and the role of HR in developing a team of happy, committed employees says it perfectly. It simply says:
I came across this survey on happiness at work to understand the happiness and well-being of employees at work. But this is a survey to check what people feel about their organization and how they feel being a part of it - some of the sure shot happiness determiners are examined in depth and people's responses are calibrated. I was looking at it to determine if it pointed to metrices that could be used to report - but I think that needs more work.
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