A major online hospitality player was experiencing sluggish growth in overall revenues, a diminishing monetisation value from customers, high employee turnover across multiple geographies & diminishing employee engagement. Also see, an insightful read on what all it takes to get to profitability in this highly competitive sector here.
While the business issues were pertinent, the disjoint human capital model was equally contributing to problem with high attrition, consistently low Customer Satisfaction & Employee Satisfaction scores, & low productivity. The Brew focused on 3 key metrics driving the overall business outcomes – Customer Count, CSAT & Employee Attrition (estimate the cost of turnover & cost of disengagement)
Deploying employee engagement index, The Brew linked employee attitudes directly to their real business outcomes (customer count and customer satisfaction). This helped prioritize interventions that would have the greatest impact on their business outcomes & help management to focus on action points that would improve the business outcomes. The outcome was identification of drivers, namely, Leadership, Team, Management, Role Fit.
Managers that having an overall mean rating of 3.8 had greater impact on outcomes. If Engagement Index for Manager scored above 3.8, they were likely to see a 18 % + in customer satisfaction, ~ 25k+ customers, & 12% less attrition. With this, HR was able to put a real dollar amount on its strategic initiatives (e.g., recruiting, employee engagement, talent management) and demonstrate its value to the rest of the business