3 Employee Metrics Worth Measuring in 2022

Uncertainty has abounded for businesses in the past 24 months. Whether they adapted to operational transitions, supply chain disruptions, or hiring challenges, unpredictability was par for the course.

Assessing this unpredictable business landscape, The New York Times notes, “at companies large and small, new and old, public and private, 2021 was a year that played havoc with expectations. Through it all, CEOs swapped some of their favorite tropes – timelines, confidence, strategic plans – for something new: saying ‘I do not know.’ Or even: ‘I changed my mind.’ ”

It’s no surprise then that business leaders are grasping for some semblance of certainty. They are consulting with experts, reading the tea leaves, and, most importantly, digging into the data. This is especially true when measuring employee productivity.

The once-rapid, now expansive transition to remote or hybrid work arrangements has left many companies hungry for new and better insights into their employees’ productivity. In other words, they are searching for certainty.

With nearly 80 percent of companies using employee monitoring software, they have no shortage of data to aggregate and analyze. This increasingly capable software can track everything from keystrokes to social media use. However, when wrongly applied, this information offers misguided insights into employee productivity and organizational well-being.

For leaders looking for certainty in the numbers, here are three employee metrics worth measuring in the year ahead.

# 1 Commitment

Many leaders struggle to trust that their teams are engaged and working hard when they are not in the office. In many ways, this is not a new issue. An expansive 1999 study on emerging telework trends found that management’s trust of employees was a top challenge for companies transitioning to decentralized work arrangements.

A 2020 Harvard Business Review survey identified similar sentiments as “thirty-eight percent of managers agreed that remote workers usually perform worse than those who work in an office.”

This perception injects stress, fear, and distrust into the workplace, eroding company culture and negatively impacting employees and managers alike.

Companies should consider measuring employee engagement rather than relying on assumptions or anecdotal evidence. They might even like what they find. Several workplace surveys and studies found that employee productivity actually improved when their companies switched to remote work, undermining assumptions that remote workers are inherently less engaged than their on-site counterparts.

Of course, leaders should be transparent with their processes and up-front about their expectations. When everyone is working from the rulebook, leaders can be more certain than ever that their employees are engaged, regardless of location.

# 2 Outcomes

While monitoring and measuring employee engagement provides critical insights into a company’s well-being, it also paints an incomplete picture. That’s why leaders should refrain from using activity alone as a barometer for success.

For instance, it’s easy to conflict activity for productivity, something the writer John Herrman describes as “work-like non work,” which can include everything from getting lost in a Slack thread to prioritizing non-essential tasks over core job functions.

In response, companies should couple employee engagement metrics with outcome analysis, bringing clarity and comfort to businesses navigating this transformational moment. More specifically, take time to determine your key performance indicators (KPIs), and measure progress towards these limited but specific outcomes.

# 3 Well-being

Thriving companies are built and sustained by flourishing people. After a pandemic period where fear, uncertainty, and doubt were ubiquitous, many people are struggling like never before.

Surveys and studies consistently reveal troubling rates of anxiety, depression, and feelings of hopelessness. These mental health challenges may or may not be caused by work, but they definitely have important implications for leaders and their teams. That’s why companies should double-down on their investments in employee well-being, including:

  • Restoring or maintaining work / life balance. Many people significantly expanded their workdays during the pandemic, eroding any remaining semblance of work / life balance. Businesses should know how much their employees are working and they should give them the technical tools, financial resources, and explicit endorsement to take back their time.
  • Valuing employees time. It’s difficult to prioritize physical, mental, and emotional health when work demands constantly loom large. Employees consistently report that uninterrupted time is a key component to enhanced productivity and reduced stress. Some companies, including Microsofthave analyzed worker data to identify and prioritize peak productivity hours so that employees have more time for what matters most.
  • Regularly recognize great work. According to a Gallup survey, less than one-third of employees report receiving recognition praise in the past week. This low-cost, high-reward practice can boost employee morale, build trust and connectedness, and enhance everyone’s well-being.

Employee well-being may not show up in the earnings projections, but it’s a foundational element of a thriving company, making it one metric that’s undoubtedly worth measuring.

Measuring for Clarity

Measuring the right metrics can bring clarity during a confusing time by helping businesses make better decisions while empowering leaders to support their teams even in unfamiliar terrain.

In 2022, businesses can measure employee engagement, outcomes, and well-being to make decisions with lasting impact. In this way, the popular online mantra “data has a better idea” can practically affect the organization. Of course, having the right data is only as important as what you do with it at the end of the day.

That’s why, for leaders looking for certainty, the first move is usually theirs to make.

This article was originally published in Forbes and reprinted with permission.


Measure Productivity with Teramind

Source

Uncertainty has abounded for businesses in the past 24 months. Whether they adapted to operational transitions, supply chain disruptions, or hiring challenges, unpredictability was par for the course.

Assessing this unpredictable business landscape, The New York Times notes, “at companies large and small, new and old, public and private, 2021 was a year that played havoc with expectations. Through it all, CEOs swapped some of their favorite tropes – timelines, confidence, strategic plans – for something new: saying ‘I do not know.’ Or even: ‘I changed my mind.’ ”

It’s no surprise then that business leaders are grasping for some semblance of certainty. They are consulting with experts, reading the tea leaves, and, most importantly, digging into the data. This is especially true when measuring employee productivity.

The once-rapid, now expansive transition to remote or hybrid work arrangements has left many companies hungry for new and better insights into their employees’ productivity. In other words, they are searching for certainty.

With nearly 80 percent of companies using employee monitoring software, they have no shortage of data to aggregate and analyze. This increasingly capable software can track everything from keystrokes to social media use. However, when wrongly applied, this information offers misguided insights into employee productivity and organizational well-being.

For leaders looking for certainty in the numbers, here are three employee metrics worth measuring in the year ahead.

# 1 Commitment

Many leaders struggle to trust that their teams are engaged and working hard when they are not in the office. In many ways, this is not a new issue. An expansive 1999 study on emerging telework trends found that management’s trust of employees was a top challenge for companies transitioning to decentralized work arrangements.

A 2020 Harvard Business Review survey identified similar sentiments as “thirty-eight percent of managers agreed that remote workers usually perform worse than those who work in an office.”

This perception injects stress, fear, and distrust into the workplace, eroding company culture and negatively impacting employees and managers alike.

Companies should consider measuring employee engagement rather than relying on assumptions or anecdotal evidence. They might even like what they find. Several workplace surveys and studies found that employee productivity actually improved when their companies switched to remote work, undermining assumptions that remote workers are inherently less engaged than their on-site counterparts.

Of course, leaders should be transparent with their processes and up-front about their expectations. When everyone is working from the rulebook, leaders can be more certain than ever that their employees are engaged, regardless of location.

# 2 Outcomes

While monitoring and measuring employee engagement provides critical insights into a company’s well-being, it also paints an incomplete picture. That’s why leaders should refrain from using activity alone as a barometer for success.

For instance, it’s easy to conflict activity for productivity, something the writer John Herrman describes as “work-like non work,” which can include everything from getting lost in a Slack thread to prioritizing non-essential tasks over core job functions.

In response, companies should couple employee engagement metrics with outcome analysis, bringing clarity and comfort to businesses navigating this transformational moment. More specifically, take time to determine your key performance indicators (KPIs), and measure progress towards these limited but specific outcomes.

# 3 Well-being

Thriving companies are built and sustained by flourishing people. After a pandemic period where fear, uncertainty, and doubt were ubiquitous, many people are struggling like never before.

Surveys and studies consistently reveal troubling rates of anxiety, depression, and feelings of hopelessness. These mental health challenges may or may not be caused by work, but they definitely have important implications for leaders and their teams. That’s why companies should double-down on their investments in employee well-being, including:

  • Restoring or maintaining work / life balance. Many people significantly expanded their workdays during the pandemic, eroding any remaining semblance of work / life balance. Businesses should know how much their employees are working and they should give them the technical tools, financial resources, and explicit endorsement to take back their time.
  • Valuing employees time. It’s difficult to prioritize physical, mental, and emotional health when work demands constantly loom large. Employees consistently report that uninterrupted time is a key component to enhanced productivity and reduced stress. Some companies, including Microsofthave analyzed worker data to identify and prioritize peak productivity hours so that employees have more time for what matters most.
  • Regularly recognize great work. According to a Gallup survey, less than one-third of employees report receiving recognition praise in the past week. This low-cost, high-reward practice can boost employee morale, build trust and connectedness, and enhance everyone’s well-being.

Employee well-being may not show up in the earnings projections, but it’s a foundational element of a thriving company, making it one metric that’s undoubtedly worth measuring.

Measuring for Clarity

Measuring the right metrics can bring clarity during a confusing time by helping businesses make better decisions while empowering leaders to support their teams even in unfamiliar terrain.

In 2022, businesses can measure employee engagement, outcomes, and well-being to make decisions with lasting impact. In this way, the popular online mantra “data has a better idea” can practically affect the organization. Of course, having the right data is only as important as what you do with it at the end of the day.

That’s why, for leaders looking for certainty, the first move is usually theirs to make.

This article was originally published in Forbes and reprinted with permission.


Measure Productivity with Teramind

Source

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