Part 22 (1/2)

Believe it or not,workers will feel embarrassed to nohted that you are forcing theain, it should be ement's job to notice

The Halo and Horns Effect Workers already believe that there are ”favorites” When you institute a program that continues to reward those believed favorites, even when they haven't done anything ”lately,” and continues to ignore the good works soht in the past performs-the workforce is reassured that the wealthy become wealthier and the poor become poorer

Of course, you can attenition on perfor encouraging ”chasing data” In the end, these issues are only important in as much as they affect the anization health

Measuring Organization Health

Understanding the underlying viewpoint of the workforce will help you properly design metrics for this quadrant When you look at each of the measures, you have to keep the possible issues and missteps in mind

Employee Satisfaction Measures

No surprises here You'll have to include the task of asking the e the subjective responses to interview or survey questions, we'll still lean on triangulation to gather other measures We'll want some objective measures like retention and turnover We'll want to know the nuood

Training es in skill levels, and the a received You can also haveplans?

Is there a professional developram used?

How often are skill levels assessed?

Is there a cross-training program in place?

But other si:

The nu hours used

The nu

The nu

The difference between required skill levels and existing skill levels-and whether it is i should also include skills Besides the suggestions already given, you can measure how many of your employees are seen as experts in their field? Do other companies seek them out for advice? Do your peers consider your staff to be experts? Are your workers published? Are they presenting at conferences? Are they encouraged to be recognized as experts?

Work Environain, surveys ell to determine employee satisfaction levels But as with e theare possible measures of the health of the work environment: Number of sick days and/or vacation days used (extremes in either direction can be an indicator of an unhealthy work environhter in the halls (and if it continues when the boss walks by)

The number of pictures on employee's walls (do your employees make their workspace pleasant for themselves or does it resemble a jail cell?)

Early arrivals, late departures

For all of the exaood or bad, but whether you're seeing extremes or anomalies In either case, they are indicators that there may be issues with the health of your work environh absenteeism rates for exa their vacation time) can also be an indicator of probleate when anoanization) pop up

Reward and Recognition

It is important that you know if your people feel valued Besides nized internally, you'll also want to nized and rewarded by outside institutions Soe: Are es?

Hoell do you know your workforce?

Do you knohat your employees' hobbies and pasti awards for non-work related efforts?

Are your workers contributing significantly to the community?

If you want to nition” program, you may want to use the employee satisfaction ra so properly You could : The number of awards distributed The number of workers nonized each year These would be the anization The probleranize our children without a forh to pay attention to their successes and failures Parents know their children's accomplishments because they care about their success Many times parents feel their children's successes are also theirs

Too bad h there is normally a concerted effort to ensure people don't supervise too ers seeh attention to their workers' successes Conversely, ers seem to know each worker's missteps and mishaps intier whileto try and solve the conition prograram will be probleranition