marcus evans: Professional business training

Employee Engagement: 27-29 September 2017, Amsterdam, Netherlands — Press Release

Marcus Evans: Employee Engagement | The HR Tech Weekly®

Amsterdam, July 18, 2017 — Employee engagement has a direct impact on employee branding, an engaged employee will always praise his company and its achievement and can become a brand ambassador.

Companies increase their efforts to better understand the reasons beyond employee engagement. Although multiple tools can be used ranking from basic surveys to sophisticated games or applications, not many companies combine their findings with HR data about employee absenteeism, turnover rate and other data to gain a deeper insight about employee engagement trends. Predictive analytics can also help companies determine the source of hire sources, evaluate the ROI of employees and optimise the hiring process.

The Employee Engagement conference organised by marcus evans on the 27th-29th of September, 2017 in Amsterdam will provide a pan-European insight in employee engagement and its development. It is a unique opportunity for Employee Engagement specialists and Human Resources Experts to discuss the challenges of engaging employees. Practical cases will be presented to highlight the link between employee engagement and the organisational performance, the impact of internal communication, leadership and organisational culture on employee engagement. This conference will also explore the means by which we can guarantee employee engagement through the entire employee life cycle and turn it into employee experience.

Attending this premier marcus evans conference will enable you to:

  • Improve the employer branding and communicate about the company’s values to the employees
  • Put the company’s culture at the service of employee engagement
  • Create a sense of belonging among the employees
  • Use predictive analytics to improve employee engagement
  • Maintain employee engagement after a M&A or a strategic transformation

About marcus evans Group:

marcus evans Group | The HR Tech Weekly®

marcus evans specialises in the research and development of strategic events for senior business executives. From our international network of 63 offices, marcus evans produces over 1000 event days a year on strategic issues in corporate finance, telecommunications, technology, health, transportation, capital markets, human resources and business improvement.

Above all, marcus evans provides clients with business information and knowledge which enables them to sustain a valuable competitive advantage and makes a positive contribution to their success.

If you would like to receive more information regarding this event please email Constandinos Vinall at or visit the website here.

Outlay vs. Outcome Debate for Employee Engagement

Companies spend a lot of money in employee engagement activities. But, just a strategy isn’t enough. There should be a way to measure returns on investment.

Every revenue exercise goes through the intense debate of Outlay vs. Outcome. Outlay refers to the amount of expenditure and outcome focuses on consequences. Unfortunately, most budgets focus solely on the outlay part of planning strategies.

Much has been said about the holy grail of employee engagement and the impact it can and has on business success. But the subjectivity around employee engagement continues to linger.

How can CHRO’s calculate the return on investments made to engage their workforce?

How can enterprises ensure that the investment that it has made in terms of money, time and effort has achieved a worthwhile result or increased value in the future?

The Outlay Approach

According to Bersin and Associates, $720 Million a year is spent on employee engagement.

It is estimated that this investment will grow to about $1.5 billion! (Source – TLNT).

This is a massive amount spent on measuring employee engagement. Most of this money is spent on reward programs, benefits and incentives. The Incentive Marketing Association also reports $46 Billion being spent on recognition programs every year!

Engaged employees take fewer sick days, deliver increased productivity, are more likely to stay in their jobs, have greater understanding of their customer’s needs and are more likely to recommend their company and its product to other people.

~Thomas Otter, Group Vice President, SAP – SuccessFactors

To understand the ROI of employee engagement, let us first look at what are the opportunity costs that disengagement can lead to. The reason why companies spend so much on employee engagement is because there is a cost (quite a huge one) when it comes to having a disengaged workforce.

A disengaged employee costs an organization approximately $3400 for every $10,000 in annual salary!

If we talk about ROI in terms of employees, an investment in the workforce should help employees to achieve their full potential, improve their motivation and make them more engaged – all of which will help an organization successfully achieve its goals. As per Sage, the difference between engaged and disengaged workers can equate to success or failure and disengaged employees are estimated to cost the U.S. economy as much as $350 billion per year in lost productivity, accidents, theft and turnover!

Studies that show the link between employee engagement and business revenues

Numerous studies show a direct correlation between employee engagement and business results.

– A 2013 Blessing White study demonstrated a correlation between engagement and retention and found that 85% of engaged employees planned to remain with their employer for ten or more months.

– Gallup Consulting also discovered that high-engagement firms grow their earnings-per-share (EPS) at a faster rate of 28%, while low-engagement firms experienced an average EPS growth rate decline of 9.4%.

– David Mcleod and Nita Clarke had conducted a study for the UK government which found that companies with low engagement scores earn an operating income 32.7% lower than companies with more engaged employees. Also, companies with a highly engaged workforce experience a 19.2% growth in operating income over a 12 month period.

The Outcome Approach

Are you creating a Service Profit Chain?

It all starts with the fact that companies need to create an environment where employees are happy. If employees are unhappy and disengaged, they will not give their best, which will hamper the quality of products and services. In the absence of good products and services, customers will also be unhappy – not forgetting to mention that disengaged employees will also not treat customers’ right. Without good customer service, a company will never be able to repeat business from them.

In terms of profits, a study by the Corporate Leadership Council found out that engaged companies grow profits as much as 3X faster than their competitors!

There are some key aspects to consider which justify why enterprises need to focus more on outcome, rather than just laying down the budget to be allocated every year to employee engagement initiatives.

1. Employee turnover

The rate of employee turnover of your organization could cost you heavily! As per a study by the Centre for American Progress, it costs businesses about one-fifth of a worker’s salary to replace that worker. For businesses that experience a high level of turnover, this cost could be a massive amount! Very highly paid jobs at the senior or executive levels tend to have disproportionately high turnover costs as a percentage of salary (upto 213%)! Workforce policies that improve employee retention can help companies reduce their turnover costs.

Employee turnover rates can make you pay through your nose.

The cost of employee turnover could be very high in terms of its direct and indirect costs. Direct costs include –

– Separation costs such as exit interviews, severance pay, and higher unemployment taxes, etc.

– The costs of temporarily covering an employee’s duties such as overtime for other staff or temporary staffing.

– Replacement costs such as advertising, screening applicants, verification costs, etc.

Indirect costs could include –

– Lost productivity due to the need to hire temporary employees

– Coping with a vacancy or giving additional work to other employees

– Reduced morale, etc.

2. Absenteeism

According to Absenteeism: The Bottom Line Killer – a publication from Circadian, absenteeism roughly costs $3,600 per year for each hourly worker and $2,650 each year for salaried employees.

The main causes of absenteeism are stress related – 1 million US employees miss work each day due to workplace stress. As per a study by Hay Group, engagement is a great predictor of future financial performance. Engagement affects business outcomes and business outcomes affect engagement. The two are closely correlated and symbiotic. In good times, engagement is bolstered by high profits, in difficult times, engagement drives up profits.

Given the above facts of how a disengaged workforce can burn a hole in the funds of organizations, it might be a good idea to find ways to adequately measure employee engagement and be able to correlate it with the business objectives of your organization. Unless you want to pay up your top dollars.

3. Culture

The culture of your organization can make or break your company. You need to know what the current people in your organization feel about their work and colleagues. You need to measure the components that define a company’s culture. The four main components of a company culture are individual behaviours, organizational behaviours, the business outcomes they produce and the drivers behind it.

Individual behaviours are the basis of engagement in the workplace. You will have to figure out a way to gain a deep insight into how employees feel every day, based on their work performance, or on their interactions with management and their colleagues. A good way to do this would be to take employee feedback on a regular basis and use this information to define what your company culture is. For example, if your company culture if flexible or rigid, do people feel valued or threatened, etc. It might also be a good idea to link business outcomes to your employment engagement strategy which will help you to adequately measure your ROI.

As per a study by Alex Edmans, PhD (MIT) and Professor of Finance at the London Business School for over a period of 27 years, a 3.8% increase was found in stock price for companies with happy, satisfied employees. Companies who registered profit growth had a 70.3% employee engagement score.

4. Employee advocacy

If any of your employee is asked about their feelings towards working with your company by an outsider, do you think their responses will be positive? If you are not sure, it might be a good idea to create such opportunities for employees within the organization so that they feel proud to be associated with your brand name. Only when employees are truly happy and engaged, they will genuinely promote your brand through social media and word of mouth.In this era of corporate transparency and the rise of social sites like Glassdoor, LinkedIn and Facebook and the like, the culture of your company can be known is not information restricted just to yourself or the management. Bad reviews can hamper the way people view your company and destroy your brand.

The wrap up

While most enterprises would focus on the outlay part of it, the outcomes also need to be thought of clearly.

Having an employee engagement strategy is not enough. Employee engagement should be carefully planned in a way that allows ROI. Your employee engagement strategy should focus on essential KPI’s such as retention rate, company culture and employee advocacy as discussed.While most enterprises would focus on the outlay part of it, the outcomes also need to be thought of clearly. What have you focused on?

Want to learn more about employee engagement? Learn about the Top 5 ways to ensure it.

About the Author

Bhaswati BhattacharrayaBhaswati is a Product Specialist at Capabiliti, a mobile-first training and engagement solution for enterprises. Passionate about Economics, Bhaswati also loves storytelling. She has a keen interest in start-ups, food and travel. In her ‘me time’ she picks up fiction novels, tries different cuisines or explores routes to less traveled places on the world map. Follow her on Twitter at @Bhaswatibh

Source: Outlay vs Outcome debate for employee engagement | The Qustn Cafe

Three Steps to Effectively Measure Philanthropic Impact

Written by Burt Cummings, CEO at Versaic | Originally published at Versaic Blog

According to The Council on Foundations (COF) Report, Increasing Impact & Enhancing Value, corporate philanthropy is as vital as ever to business and society. And yet corporate leaders are under increasing pressure to connect the value of their programs with performance drivers that matter in the business. They must demonstrate that their philanthropic investment is both effective and aligned with business outcomes. Quantifying results is not always easy and many leaders struggle to measure the social impact of their programs. While they’ve often identified broad focus areas for their program, they can find it difficult to create clear social impact metrics that can bridge their philanthropic outcomes to their business strategy.

There are no universally accepted metrics for measuring either the social impact of philanthropy or the Return On Investment (ROI) of philanthropic initiatives. Each company is unique in both their social impact goals and in their requirements for how to demonstrate the ROI. It can be difficult to translate the large-scale vision of what they hope to achieve into tangible success measures.  They struggle to find effective ways to track changes in behavior or condition for the nonprofits and community members they serve.

Burt Cummings, CEO at Versaic for HRTW
Burt Cummings, CEO at Versaic

Versaic client Starwood Hotels & Resorts is an example of an organization committed to investing the time and resources necessary to put a corporate philanthropy program in place that delivers significant value to the community as well as to the company and its employees. Starwood worked with Versaic and The Rensselaerville Institute (TRI) to develop a results-focused approach and implementation plan for their corporate philanthropy initiatives. Starwood’s primary objective was to employ new tools that would automate the process and improve their ability to track, quantify and evaluate impact. Their system is now live, and as a result, their philanthropy team has freed up time and gathered better data so they can have more productive interactions with grantees and effectively measure the results of their programs .

Here are some of the key things we learned about how to design and implement a successful program from our journey with Starwood and TRI: 

1) Create a strategic focus area(s): To identify focus areas that would address the most pertinent needs of the community while capitalizing on Starwood’s strengths, the Social Responsibility team looked internally for guidance. After multiple stakeholder interviews, focus groups and strategy sessions evaluating different aspects of the business, the team identified five focus areas that align community development objectives with Starwood’s strategic goals:

  • Workplace Readiness
  • Community Vitality
  • Conservation
  • Disaster Relief
  • Human Rights

2) Formulate a Plan: With the focus areas in place, Starwood developed a framework to plan and assess the effectiveness of their giving. TRI helped Starwood shift its mindset from acting as a ‘funder’ to acting as an ‘investor’ in order to seek the highest human gain for the available dollars. With that perspective, the foundation staff created a strategic results framework to clarify goals for their signature program grants.

Here are some basic questions to ask when establishing a result framework:

  • What changes do we want to see for the people or places we want to support?
  • What are the predictive changes in behavior or condition that indicate those people and places are on their way to success?
  • What types of programs and services will we invest in to get the end result?
  • What type of investments will we make to affect the change we seek? Will our portfolio include programmatic, capacity building and systemic change grants?

Below is an example from Starwood showing its results framework for its Workplace Readiness program.


3) Design an Effective System: For Starwood it was essential to make their team and systems as streamlined and efficient as possible. They knew they needed to automate the process, and wanted an automation partner who could integrate their results framework throughout the system workflow. They needed a system flexible enough to track the specific outcome data points they required.

Starwood’s application process and communication system process addresses the following needs:

  • Educate grantees on the company’s philanthropic objectives
  • Clearly communicate their criteria for support
  • Help potential partners understand how they can engage with the organization.
  • Collect all relevant information required to make funding decisions
  • Collect necessary data to assess ROI and support impact reporting

By taking the time up front to design the right questions, Starwood now collects all the necessary information from charitable partners, from initial proposal through impact data collected post-grant. As a result, the team can demonstrate how their investments in local non-profits focused on building employments skills have resulted in a much better pool of potential employees. This is a clear win for Starwood and for the communities where they do business.


If you’re daunted by the prospect of putting an impact-focused program in place, start by asking yourself, your team and your stakeholders questions about what you want to accomplish in your business and community. Use those answers and the three steps outlined above to develop a process that will deliver the results you want to accomplish. Be prepared to adapt as you go because even with the best plan in place your programs will continually evolve, just as the needs of your business and community change. Connecting and reporting social impact with ROI requires refinement as you learn from experience.

When you take this approach, you’ll respond more effectively to the needs of your community partners, your stakeholders and your social investing team while at the same time increase your impact. It certainly worked for Starwood. Read the full story of Starwood’s journey, Going From Strategy to Impact to learn more. 

Source: Three Steps to Effectively Measure Philanthropic Impact