Chapter Eight
Every organization needs a way to ‘keep score’. In the case of the London 2012 games it was the number of satisfied spectators who returned home with fond memories of the games and the games makers. All too often, organizations keep score by measuring what is easy rather than what is important. Step forward the usual suspects: sales, costs, churn, average call-handling time, shrinkage, earnings per share (EPS). The list goes on. But how many of these can the average manager, let alone employee, really influence?
We advocate building a scorecard of linked measures combining employee engagement, customer experience, customer advocacy, brand reputation and business results (Figure 8.1). The employee and customer ...
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