Imagine if managers and leaders in your organization enthusiastically looked forward to obtaining and utilizing data from your employee survey?

 How things might be different if your employee survey data was viewed as an indispensable and credible leading indicator of organizational performance.

 What would be the effects on organizational performance if you could go beyond “employee engagement” and “satisfaction” and instead identify and then track the quality of the specific causal relationships between employee behavior and outcomes for stakeholders such as customers, investors, other employees and the community?

 It’s estimated that 50-70% of employees in developed countries undergo some form of regular surveying. However, rarely do organizations make full strategic use of the process and results to drive measurable improvements in performance.

 In today’s highly competitive global business environment where access to capital, markets and technology is opening up but talent is becoming increasingly limited, the only source of differentiation and unique competitive advantage will ultimately lie in harnessing the discretionary effort of employees and focusing it towards the satisfaction of stakeholders, be they customers, investors, colleagues or the community at large.

 If unique competitive advantage is the goal, and this will be obtained from employee’s discretionary effort, a “one size fits all” approach to understanding and measuring employee behavior through surveys will not suffice. Neither will simplistic models that attempt to describe types of employee behavior across all industry sectors.

Pluri Consultants provides uniquely focused, enterprise specific and conceptually sound approaches to employee surveying, supported by a team of commercial psychologists that seeks to continually understand the evolving nature of the challenges of the current and future business environment.