Going Beyond the Kirkpatrick Model: Rethinking Your Training Evaluation Strategy

Measuring training effectiveness is one of the many responsibilities for learning and development professionals and one of the many priorities for senior leadership in workplaces. According to Statista Research Department, every year, U.S businesses collectively invest more than $80 billion on training their employees, and global spending on training and development has increased by 400% in 11 years. This investment cost emphasizes the importance of measuring training effectiveness and business impact. Also, as organizations provide more training offerings to upskill and reskill their employees, learning, and development professionals are hungry for guidance on creating and demonstrating the value of training to their organizations. The Kirkpatrick model is no secret to effectively evaluating training programs; however, most professionals get stuck in implementing the model's levels 3 (behavior) and 4 (results). Thus, it is no wonder that learning and development professionals seek other methods or creative strategies to evaluate the success of training programs. This article will explore effective evaluation strategies in achieving levels 3 and 4 of the Kirkpatrick Model and discuss Brinkerhoff's Success Case Method as an alternative approach to evaluating training. Depending on your evaluation goals, one or more of these solutions could provide structure in evaluating training at your organization.

Learning and development professionals have embraced the Kirkpatrick model and continue to adopt it as the standard approach for evaluating training programs. The evaluation model dates back to 1959 when published in the Journal of the American Society of Training Directors that outlines techniques for evaluating training according to four levels of evaluation. The model's primary strength is that it is easy to understand and implement as the evaluation only includes four levels: reaction, learning, behavior, and results.

Kirkpatrick Model 

Level 1

Level 1 evaluations (reaction) measure participants' overall response to the training program. This includes asking participants how good, engaging, and relevant the training content is to their jobs. Level 1 is considered simple and is typically achieved by implementing a formative evaluation in a survey immediately following training.

Level 2

Level 2 evaluations (learning) measure the increase in participants' knowledge due to the instruction during training. In level 2, it is common to assess learning using knowledge checks, discussion questions, role-play, simulations, and focus group interviews.

Level 3

Level 3 (behavior) aims to measure participants' on-the-job changes in behavior due to the instruction. This is essential because training alone will not yield enough organizational results to be viewed as successful. However, this level is also considered somewhat difficult to evaluate as it requires measurement of knowledge transfer (hyperlink previous article on knowledge transfer).

Level 4

Then lastly, there is Level 4 (results). Level 4 is the reason training is performed. Training's job is not complete until its contributions to business results can be demonstrated and acknowledged by stakeholders. Again, the majority of learning professionals struggle connecting training to performance and results for critical learning programs. When talking with other learning development professionals, the standard response to the difficulty in demonstrating learning results is the time required to measure and decide on a practical approach to capturing key performance indicators. Level 3 and 4 truly is the missing link in moving from learning to results so, what can organizations do to measure the impact of training behavior and the results.

Measuring Level 4 (Results) Strategies

One strategy organizations can implement in achieving desired results from training programs is to create leading indicators. Leading indicators provide personalized targets that all contribute to organizational outcomes. Consider leading indicators as little flags marching toward the finish line, which represents the desired corporate results. They also establish a connection between the performance of critical behaviors and the organization's highest-level impact. There are two distinct types of leading indicators, internal and external, which provide quantitative and qualitative data. Internal leading indicators arise from within the organization and are typically the first to appear. Internal leading indicators relate to production output, quality, sales, cost, safety, employee retention, or other critical outcomes for your department, group, or programs that contribute to Level 4 results. In addition to internal leading factors, external leading factors can be identified in measuring the success of a training program. For example, external leading factors relate to customer response, retention, and industry standards.

The benefit of identifying and leveraging leading indicators is they help keep your initiatives on track by serving as the last line of defense against possible failure at Level 4. In addition, monitoring leading indicators along the way give you time to identify barriers to success and apply the proper interventions before ultimate outcomes are jeopardized. Finally, leading indicators provide important data connecting training, on-the-job performance, and the highest-level result. The first step in evaluating leading indicators is to define which data you can borrow and which information you will build the tools to gather. For example, human resource metrics may already exist and can be linked to the training program/ initiative. If the data is not already available within the organization, it is crucial to define what tools to build to gather the data. Typical examples of tools that may need to be made are surveys and a structured question set for interviews and focus groups.

Alternative Approach to Kirkpatrick Model 

Alternative to using the Kirkpatrick model in measuring training success, the Success Case Method (SCM) by Robert Brinkerhoff has gained much adoption across several industries. This method involves identifying the most and least successful individuals who participated in the training event. Once these individuals are identified, interviews and other ways, such as observation, can be conducted to understand the training's effects better. In comparison, the Kirkpatrick model seeks to uncover a program's results, while the SCM wants to discover how the program affected the most successful participants. One weakness of this model is that only small sample size (successful participants) is asked to provide feedback on the training program, which may omit valuable information and data that could have been collected if all participants were included in giving feedback. This evaluation method may be more beneficial for programs that aim to understand how participants are using the training content on the job, which may result in more qualitative data than quantitative metrics. Both evaluations have benefits and disadvantages in measuring training effectiveness, so the key is selecting the best approach for your training program or perhaps combing these two approaches.

Here at Radiant Digital, we enjoy collaborating with organizations in developing training effectiveness strategies. Partner with us and learn how we can support your learning development team.

 


Leading Digital Transformation & Change Management

Digital transformation is no longer a buzzword; instead, it reshapes how organizations do business, train employees, and interact with customers. The digital transformation took flight at the onset of the global COVID-19 pandemic and continues to take heightened importance as organizations accelerate digital solutions to meet the needs of flexible work schedules, hybrid teams, learning development trends, and how customers receive products or services. The McKinsey Global Survey suggests that the adoption of digital technologies has sped up by three to seven years in a span of months. The results below show this acceleration occurring across key areas of the business model and provide a reason to prepare the workforce for digital transformation.

Consider digital transformation as a catchall term for describing the implementation of new technologies, talent, and processes to improve business operations and customer satisfaction. Although digital transformation replaces traditional workflows with new technologies, it is not all about digitizing the business; instead, it is about employees and leading them through change. At the core of digital transformation is the organizations’ ability to effectively upskill and motivate employees and managers to adapt to new technologies. So, whether your organization is staying above the curve, lagging, or barely keeping up with digital transformational solutions, the secret for successful implementation is focusing on employee training and strategies that prepare the workforce for the transformation.

This article will explore why digital transformation fails, how to avoid pitfalls, and effective change management strategies to execute the transformation.

Why employees play a pivotal role in your digital transformation

Whether you are implementing a new HR system, customer management system, or a cloud-based solution, the reality is that such software provides frequent incremental releases, and to keep up with ever-changing software, change, and learning leaders will be tasked with creating innovative communications and learning programs that inform employees what the new technology means for their role and responsibilities. McKinsey & Company also estimates that 70% of transformations fail due to lack of support from employees and effective communication from leadership, so it is imperative to engage employees in the transformation from conception through implementation.

Obstacles to digital transformation and how to avoid pitfalls

As previously stated, lack of communication from leadership and the organization is one of the biggest deterrents to digital transformation and is the reason such initiatives fail. To limit communication missteps, Widen Director of Customer Success Michael Shattuck recommends forming a “digital transformation committee” made up of team members from different levels within the business, and I could not agree more. The committee's purpose is to identify barriers across the company’s culture, technology, and process. The development of the committee will aid in the organization or team-specific communication needed to facilitate the transformation.

In addition to managing communication, missteps consider the following when developing your organization's transformation strategy.

  1. Start from the top: Change that starts at the top reflects a committed, invested, and unified leadership. During mergers, research around leadership has found that the leader's presence, guidance, and support alleviated employee fears, reduced anxiety, and helped employees feel more confident about the transformation.
  2. Develop a suite of learning resources: One of the most overlooked segments of the office ecosystem when discussing digital transformations is the employees themselves, both new hires and ongoing professionals. If an organization fails to keep up with its employees’ training and development needs, it will fail in its digital transformation efforts. The goal is to make employees active learners in the transformation process. Blended learning solutions such as microlearning, virtual led training, or online webinars are effective ways to train employees on the tools and platforms they will work with daily. Radiant Digital can assess your training needs and develop learning programs that have longevity if you seek to learn solutions that support you during digital transformation initiatives.
  3. Minimize disruption: Changing existing processes within an organization can be a headache; however, mitigating the effects of those changes on employees is vital. Although leadership may see the introduction of automation into core business functions to save time and money, employees who were previously tasked with these roles may feel replaced, threatened with obsolescence, or lacking direction.

In addition, digital transformation initiatives requiring organizational restructuring may cause employees who are moved to another position to feel indignant, confused or wonder what was wrong with the previous structure. To minimize this disruption and associated resistance among the workforce, the following may be considered:

  • Plan for some disruption/resistance and create awareness around the transformation early.
  • Fostering a culture that supports change or transformation.
  • Empowering champions such as project managers or team leaders to provide clarity and context for changes.

Here at Radiant Digital, we are ready to support your overall digital transformation strategy by guiding you through the key phases of change management. Reach out to our team to learn more about our learning and change solutions.


Applying Instructional Design to Leadership Development Training

The success of an organization is dependent upon many factors, including having a great leadership team. A strong leadership team is a foundation for high-performing teams that in turn generate desired business results.

The need for leadership training and programs increases as organizations realize the challenges in building engaged teams, identifying skill gaps, and scaling learning across the organization. The 2020 Workplace learning report asked talent developers globally what their top three challenges were in 2020. They said that 36% struggle with increasing employee engagement, and 21% experience challenges in identifying skill gaps. This means HR and talent development professionals will turn toward the leaders and managers within their organization to help address these challenges. Often, leaders are required to complete some form of leadership training to allow them to acquire the skills and knowledge to build engaged and high-performance teams.

While there may be some exceptions, most leaders are not born; they are developed. Leadership skills are built through a range of options that include training (experiential, social, and self-directed), coaching, mentoring, and so on. To create long-term success, organizations continue to invest in leadership training to handle key leadership positions from the executive to mid-level and entry-level roles.

When leadership training is done well, the impact can be significant in team collaboration, inclusive building teams, and employee engagement. Leadership development initiatives will also create leaders across levels that are confident, competent, and can create and lead high-performing teams. Well-crafted leadership training helps organizations develop exemplary leadership talent and helps create more engaged, productive, and highly motivated teams aligned with their goals. The question is how to build practical leadership development training, and the answer is in the use of effective instructional design methods.

Here at Radiant, our instructional designers are ready to help you identify learning objectives needed for your leadership audience through a front-end analysis and create an evaluation strategy to assess if your leaders have learned or using the information provided. After all, it is imperative to evaluate the effectiveness of your leadership training as it impacts ROI. This article will outline simple tips and learning strategies you can use to design your leadership training and see better ROI.

 

Identify Your Talent Pool Across Levels

To begin designing practical leadership training, it starts with identifying the talent pool across the organization that needs to be groomed for leadership. The step can be done within your front-end analysis or needs assessment.

 

Identify Leadership Training Needs Across Levels

Since leadership training is provided at different levels that are very wide-ranging, it is essential to map specific training needs for each level. For example, the following three leadership levels are the typical target audiences for leadership training within most organizations. Within each level, the learning content will vary as new managers require different skill sets and knowledge than leaders at the executive level. There may be some common learning objectives across roles, but there will also be some differences.

Early to mid-career leadership training: The leaders at this stage are usually the individuals who are moving to team leads or entry-level managers. At this stage, the leadership training focuses on enhancing communication, conflict resolution, and motivation skills to lead teams.

Mid-career leadership training: The leadership training program needs to help identify individuals to create high-performing teams, building up from the first level. Some of them may be required to lead a business unit or department for mid-level managers, so the training must equip them with the ability to craft business strategies, understand organizational dynamics, and coach team members on driving project plans/ results.

Senior-level leadership training: At this leadership level, the training is significantly different from the levels described above. This audience's program may need to cover content related to business planning, competition analysis, and business strategy.

As you can see, training will vary across the roles of leadership in your organization. During the need assessment phase, identify your target audience to provide the most appropriate content for your leaders. To do a deep dive and uncover the competencies and or learning objectives needed for your leaders, Radiant Digital is ready to help you. Ask about our front-end and needs assessment services.

 

Adopt Strategies That Help You Deliver Successful Leadership Training

Power of Microlearning: Modern learners prefer learning to be bite-sized, focused, and action-oriented. Microlearning enables you to meet all these expectations and more. Each nugget helps learners meet a small outcome. They can be strung together as a series to offer a career pathway. They can also be used as instant job aids, learning summaries, or reinforce learning to offset the forgetting curve.

Bob Pike’s 90-20-8 rule: Design your virtual in-person or e-learning course with Bob Pike’s 90-20-8 rule in mind: Don’t make your training longer than 90 minutes, change the pace every 20 minutes, and involve the learner every eight minutes.

Decide Instructional methods for your learners: Decide which instructional methods will help learners acquire the competence and confidence to use their new knowledge and skills on the job. Typical instructional strategies include lecture, case study, demonstration with practice, review games, role play, self-reflection, debate, group discussion, read and discuss, and simulations—your leaders may need a combination of these learning methods.

 

Again, here at Radiant, we specialize in crafting learning strategies best suited for your audience. Let us help you think of the most effective ways to design your leadership training.

 


The Problem isn’t the Training; it’s Effective Knowledge Transfer

One of the biggest challenges for organizations is what happens after the training. Typically, training is seen as an isolated event. Afterward, many learning development professionals and supervisors find themselves asking, “why is the employee not using the information from training” or “why hasn’t the employee’s performance increased following training.” Questions such as this suggest that knowledge transfer did not occur after the employee left the classroom or virtual training session.

This article will explore the design of the training and execution phase of training in driving effective knowledge transfer in the workplace.

What is Knowledge Transfer?

For training to be practical, both learning and transfer of training need to occur. Knowledge transfer can be defined as a learner's ability to apply the behavior, knowledge successfully, and skills acquired in a learning event to the job, resulting in improved job performance. Trainees can fail to apply training content to their jobs incorrectly, either because the training was not conducive to learning. The work environment provides them with the opportunity to use the training content or supports its correct use. So, how does an organization avoid this as much as possible? First, consider knowledge transfer during the design or purchase of training, and second develop an execution plan to reinforce the expected learning outcomes of training.  Often, knowledge transfer is considered after training has already occurred. However, the trainees’ perception of the work environment and its support for training has influenced their motivation to learn.

Design of Training

As a first step in improving knowledge transfer, let us consider the design of training. Training design includes evaluating how to create a learning environment to help the trainee acquire the learning outcomes. Boring lectures, lack of meaningful content in e-learning, and training that doesn’t allow employees to practice and receive feedback-all methods demotivate trainees and make it difficult for them to learn and use what they have learned. However, many companies are using innovative instructional strategies to make training more exciting and to help trainees apply it to their work.

Technique 1: Incorporate Different Training Methods.

Mirror the workplace: The similarity of the tasks and materials in the learning event and the learners’ work environment affects the knowledge transfer rate. Machin and Fogarty, two researchers, found that learning transfer increases when the physical characteristics of the tasks and the learning environment match the performance environment.

  • This instructor-led training can be combined with leader-led discussions with interactive assignments that participants complete in groups in virtual breakout rooms. The benefit of this approach is it offers trainees the opportunity to engage with the learning material and immediately apply it to their daily work. The sooner the trainee can apply the knowledge, the better for knowledge transfer.
  • Include polling scenarios within webinars that reflect common instances in which the trainee will use the information taught. This keeps learners engaged and ready to apply knowledge after training.

Model the way: Modeling is a technique shown to increase learning transfer, as it provides a demonstration of how to apply learning on the job. This can quickly be done through virtual reality training, which according to LinkedIn, education continues to be on the rise. Modeling will apply learning in training and allow learners to practice will learn in training and increase learning transfer by as much as 37 percent, according to Michael Limbach, who has researched several approaches to enhancing learning effectiveness and transfer.

Space it Out: Learning transfer is impossible if learners forget what they learned in training. Use spaced repetition in your training program to minimize the forgetting curve. For example, send snapshots of learning content before the main training event, and follow up with detailed summaries of key topics after training. Will Thalheimer, in his 2006 work, “Spacing Learning Events Over Time: What the Research Says,” identifies that although learning and memory are vital during a training event, knowledge is rapidly forgotten afterward.

He also points out that spacing reinforcement, which is spaced repetition or interval reinforcement on the job after training, enhances how much trainees will retain and apply to their work. Thalheimer and many other researchers identify are that the closer in time learning is delivered to the situations when it is needed, the less forgetting will be a factor. Applying spaced repetition for learning transfer can occur immediately after training and is built into your training plan's execution phase. Again, remember learning transfer should be part of the organization's training strategy before training is implemented.

Technique 2: Ask your Target Audience

In designing training programs, a small focus group comprised of the training target audience can help a learning designer assess what trainees need or desire from the training. Gathering such feedback could enhance the training program, thus improving knowledge transfer to occur following training.

After the Training Event

As mentioned previously, interval reinforcement can be implemented to help curve forgetting after initial training. Organizations can apply this approach by delivering the training information via daily emails, hosting lunch and learns, or using virtual reality tools to amplify employee engagement in the learning journey.

By implementing a consistent post-training interval reinforcement program of learning, organizations can ensure the learning process continues and can be applied on the job. Here at Radiant Digital, we can help you map an effective training strategy, starting with a need assessment through effective knowledge transfer methods to occur in your organization.


Embracing Change in a Disruptive Environment

It is no secret that guiding individual and organizational change can be challenging. When faced with a new change initiative, the most pressing challenge is to motivate individuals to adapt to a recent process change, routine, or technology.

The current global crisis has made us witness challenges that have changed our business dynamics while shaping our new normal.

We have seen a material shift to remote working, e-learning, e-health services, e-government services, and surges in e-commerce activities over the last few months.

Changes will be required to improve interactions between colleagues while increasing the need to reassess virtual routes to the market.

The forced changes in our work environment and consequential social settings embody situational adaptation. They prove that change is cultivated by force or desire because we believe it will address a need.

The premise of success (or survival) for many companies is to adapt to change in a more appropriate way to customers and employees.

Set routines, predictability, and stability govern the everyday work of humans. Thus, it is crucial to understand that change does not always come easy and can be met with resistance. So how do you embrace the unpredictability of change with less resistance in your work environment?

This article focuses on tips to embrace the resistance to change, which we believe will focus on critical corporate decision-making in the future.

Approaching Change

To effectively manage change, the people being affected need to be considered the process, technology, and financial aspects.

William Bridges, an expert on organizational change, describes it as “the psychological process that people go through as they internalize and come to terms with the new situation that the change brings about.”

The William Bridges Transition Model identifies three stages of change experienced by individuals with a direct impact on his/her productivity during the transition. These include Ending What Currently Is, The Neutral Zone, and The New Beginning.

You will notice a curve in this transition model that starts at Endings and Ends at New Beginnings.

So what’s with the curve?

The first phase, “Endings,” focuses on the resistance that people are likely to have, followed by emotional responses like shock, denial, complaints, questioning, arguing, frustration, sadness, fear, and anxiety that come along. It then transitions to letting go of the current state of affairs.

Here, people are forced outside their comfort zones. There is also a natural drop in productivity, as change or disruption is understood better.

Useful Tips
  1. Identify who will be affected by describing the change specifically.
  2. For a person, consider what they are going to let go of.
  3. Accept reality and consider subjective losses and perceptions. Don’t try to rationalize change and make it objective.
  4. Acknowledge losses openly and sympathetically through open communication.
  5. Be proactive in compensating for the losses and bring balance.
  6. Define what’s over and what is not to avoid work overload, low productivity, burnout, incompatibility, and chaos.

During the second phase, the “Neutral Zone,” people are trapped in figuring out where to go next. This usually leads to getting geared up and equipped for the new reality with workaround mechanisms. This is paired with overcoming confusion, resentment, disorientation, skepticism, low morale, and apathy. This stage is considered the bridge between what happened and what might happen. The Neutral Zone can drastically affect our ability to be productive while coping.

Useful Tips

Create a Temporary Business Continuance by answering these questions.
  1. What should you continue doing/what should you not forget to do?
  2. What new things might you need to do or put in place or do differently?
  3. Ensure teams are working together and individuals have access to information.
Understand the Impact of Change

In times of change, managers must broaden their communication networks to get the real picture and prepare themselves to hear even the worst things about change.

Get creative
  1. The neutral zone offers a great time to step back and reflect and question the usual way of doing things with creative alternatives.
  2. Train people, support them and allow them to put their learning into practice.
  3. Brainstorm new answers to old problems – try to find ways to refine solutions until one works better than the other.

The third phase, “New Beginnings,” represents acceptance and transitioning to embrace the change. It means moving in a positive direction and thus “Increases the Curve.” It denotes excitement, potential, and commitment to new ideas.

Useful Tips

  1. Understand that change is happening.
  2. Avoid triggering old memories and uncertainties, and don’t be concerned about the consequences.
  3. Get back to structure, accountability, and possible pressure.

In a similar approach, the ADKAR five-step model designed by Jeff Hiatt effectively guides organizational change initiatives.

Using the ADKAR Model for Change Management | Lucidchart Blog

Although each model presents a slightly different approach, both begin with managing resistance. Here are some practical tips on helping employees avoid and embrace resistance at the same time

Wrapping Up

Dr. Jim Maddox, a professor at the University of Arkansas, suggests embracing resistance is “the duality of moving toward something we simultaneously desire to move away from or avoid.”

You might wonder how an organization can plan to avoid resistance yet embrace resistance at the same time.

Embracing resistance is recognizing humans have the tendency to resist change and then leaning into such resistance. This means uncovering the potential resistance to change by consulting and collaborating with those impacted by the change.

Radiant Digital has been helping COVID-disrupted organizations to embrace the resistance to change gracefully.

Our areas of expertise include remote workforce management, distance learning solutions, and consulting to transition from instructor-led training to online training.

We can help you map your change management process, prepare you for resistance, and provide simple solutions tailored to your needs. Connect with us to learn more.  


Moving the Employee Engagement Needle and its Impact on ROI

Today’s C-level executives know that an engaged workforce offers a strategic vantage point when it comes to customer engagement and better ROI.

Assembling high-performing teams require business leaders to design the right team-based business strategy, manage intentionally, and hire purposefully.

Fostering employee engagement empowers staff members to navigate the world of work and seek opportunities that impact business ROI. This article focuses on simple, scalable, productive, and readily justifiable ways to optimize your organization's engagement.

Why Employee Engagement?

Employee engagement refers to the level of commitment and involvement an employee has towards their organization. There is a long-suspected connection between an employee’s level of engagement and performance quality.

Highly engaged employees contribute to their employer’s success by being goal and outcome-oriented.  This attitude directly impacts the company’s short-term and long-term ROI through employee performance. So, how to successfully achieve employee engagement?

Business leaders must understand the relationship between higher engagement and business results with a key strategy. Take a look at the difference in performance output between companies that invest in employee engagement strategies versus the companies that do not invest.

Defining a Career Engagement Strategy to Resolve Issues

Before beginning any engagement strategy, it imperative to analyze organizational pain-points that influence a talent optimization strategy. Some common issues include:

  • An unexpected increase in employee turnover and external investor interests.
  • Regulatory requirements to report on diversity statistics and executive directives to increase the representation of target demographics.
  • Aging employees cause succession risks.
  • Low engagement levels in the key demographic employee groups.
  • Lower engagement rate, even though significant roles have been filled internally.
  • Talent retention and better expertise in older employees.
  • Lack of employee visibility into organizational values/objectives and achieving them.

Getting Career Engagement (CE) right with the 4 C’s and 3 E’s

A combination of capability, compatibility, contribution, and communication strengthens career engagement. An ideal career engagement strategy spans across these four factors harmonizing business, managerial, and individual actions.

The 4 C’s shown below demonstrate guidelines and best practices for an exceptional employee engagement program. These actions can be launched in clusters or overtime for ease of execution.

These four foundational pillars cross three different layers of your career engagement strategy. Within any engagement strategy, there are three tiers of an initiative at play: individual empowerment, leader enablement, and organizational effectiveness. The graph below illustrates each tier's key drivers and the outcomes for managers, individuals, and organizations. Typically outcomes include career development plans, meaningful career conversations with direct reports, and managing succession processes across several business units.

Critical Considerations for the 4Cs and 3Es of Employee Engagement

The overall impact of an employee engagement program is influenced by:

  1. Career engagement advocates and experts in business like mentors, coaches, managers, etc.
  • Initiatives supporting broader business and HR strategy, such as:
    • Staff retention programs
    • Potential employee growth programs and career agility drivers.
    • Succession planning to encourage an employee’s successor.
    • Unique learning programs and shaped to individual career goals.
    • Career pathways that create a talent pipeline for the organization.

3.  Open career conversations with managers, development planning sessions, and individual goal-setting meetings.

4.  Employees can access personal career progress through webinars, eLearning, and workshops, supporting their leader.

Connecting Engagement to ROI

Several studies have shown a correlation between engagement and productivity, innovation, sales, safety, retention, lower costs, better quality, customer satisfaction, and employee satisfaction. The employee-customer-profit chain is a model that demonstrates this.

The Center for Talent Solutions quantifies Return on Employee Engagement for firms worldwide; their data demonstrates the cost vs. benefits of improved employee engagement.

CTS found that fully-engaged employees are 22% more productive than others. In contrast, disengaged employees add only half as much value to an organization and can lead to a loss of over $112 million annually. Another famous one-year study by Towers Perrin (shown below) revealed financial performance improved with structured employee engagement.

Crossing the Finish Line with Employee Engagement 

Despite the challenges of employee engagement, the payoff is enormous and beyond the business bottom-line.

It is also noteworthy that a holistic approach to employee issues strengthens a company’s cultural outfit & productivity.

After all, who wouldn’t want to work every day when they love what they do?

Building engagement strategies is a marathon, and Radiant Digital is ready to help you win with an analytical assessment of your ROI. Connect with us today.