Financial - Areas of disengagement provide early indicators of turnover triggers. Financially, turnover impacts the bottom-line through increased recruiting, orientation, and training costs. When disengaged employees remain in an organization employee morale is affected, customer satisfaction suffers, and service quality declines. By identifying areas of disengagement, targeted interventions can mitigate financial exposure to turnover-related expenses.

Organizational Performance - Quantitative scores, along with verbatim comments, provide candid feedback on specific issues that can be addressed. It helps leaders understand what is keeping high-potential employees satisfied and how they can continue to evolve the organization to higher levels of effectiveness, while letting the mediocre cycle out.

Customer Satisfaction - When employee satisfaction scores suffer, a correlation in customer satisfaction exists respectively. Ultimately, this affects company profit margins, contributes to a loss in service-based competitive advantages, and results in lower-quality guest experiences. Negative customer perceptions of service can cause severe consequences, as the cost of acquiring new customers is significantly higher than the cost of customer retention.

Training Cost-Effectiveness - Employee Attitude data enables interventions to be targeted for small segments of the organization. This eliminates unnecessary and expensive training and development efforts, and identifies training opportunities where they are most needed. Rather than implement generic training for all employees, specific results reported by different shifts, job levels or departments indicate the training need and segment of the employee population that would benefit from training initiatives. This guarantees optimal ROI on training initiatives and saves valuable time otherwise spent on unnecessary training. Over time, the results become measurable, and the savings become considerable.

Employee Responsibility - Participating in surveys empowers employees to create their current work environment by identifying organizational strengths and improvement opportunities. By addressing issues to affect positive change—through a partnership between Management and employees—all parties are held accountable for their responsibility to improve the work environment and the organizational culture.

Accountability of Management - Management focused on organizational change achieves value by establishing commitments and timelines as part of the process, and by acting on the data as a baseline for change. Announcing up front that, "We're all accountable, and we'll all see the results of our efforts in the follow-up measurement, which will be done in _________ (approximate time, quarter, etc.)" ensures accountability for all participants.

Building a Brand - Surveys created by Strategic Programs are more than a set of generic questions. They reflect the conscious decision of your Management team to invest in building a brand, both internally and externally, to attract and retain quality employees. This process establishes a foundation for correlating data from other diverse measurements that enhance the value of each. In addition, it aligns the organization in delivering daily uniform messages and culture vision that reflects your organization's unique values. This promotes optimal customer service, fosters teamwork among internal customers, and establishes employee and customer loyalty.