About Us
Typical problems
1. Employee engagement is not just a 'nice to have'—it's a strategic driver of business success. Companies with high engagement consistently outperform their peers in productivity, customer satisfaction, and profitability. Engaged employees bring energy, creativity, and commitment to their work, reducing turnover and boosting performance. If you're focused on results, start by investing in the people who deliver them.
2. Organizations meassure engagement with a long questionnaire once a year and give managers consulting support but fail to create significant improvement in their engagement results.
3. Measuring isn't enough since the organization needs to impact the employee's experience and not just measure.
4. First line managers are the key to impacting employee feelings but how do you get your managers to change what they are doing today???
We are unique
- Our propriety sytem enables us to send your employees one question a week and typically we get 80% response
- We've identifed key management routines that have been shown to build employee engagement across different organization settings
- We also measure what first line managers do with their teams thereby relate manager's action to employee engagement levels
- We ensure that senior managers review what their direct reports do in this area and we enable them to act by ensuring that engagement building routines are followed
- We focus on helping first line managers who have low engagement team results and assist them over a six months period to understand what they need to implement in order to improve
Academic expertise
We are led by Professor Jonathan Smilansky. His expertise in building executive talent enabled us to achieve significant results in improving employee engagement across multiple organizations, as summarised in the following book:
'Developing Executive Talent: Best Practice from Global Leaders', Jossey-Bass, 2006