Employee involvement metrics are not solutions, but these are actually ways to determine if the implemented human resource solution is effective or not. It usually measures attitude, efficiency, and productivity.
Most human resource managers mistakenly identify employee involvement metrics or EIM as activities that make employees more involved or productive in their respective posts. Well, there is actually some truth here. However, in reality, these metrics refer to the data, value, figures, or results that come as products of those activities. EIM is not the solution. EIM refers to the unit of measurements to determine if the solutions were effective or not.
Just as discussed in the first paragraph, EIMs are not the solutions for getting workers involved. It starts with the human resource department, which comes up with solutions, programs, training, and other activities that foster competitiveness in the workplace. These activities can come in the form of social gatherings, such as parties, balls, outings, or holiday trips. Activities like these promote camaraderie and build teamwork. When employees develop a strong bond with each other, they are less likely to go out and find other jobs. They are less likely to quit or get bored with their duties, if they have a strong connection or accountability with each other.
Teamwork activities can also prevent the occurrence or practice of unpleasant attitudes or characteristics inside the workplace, like backbiting and gossip. Instead of envy, they develop a keen sense of responsibility for each other. So, instead of trying to put a coworker down, an employee offers encouragement and assistance.
The role of EIM comes in when it is time for human resource managers to measure the efficiency of these activities. The basic question to ask is: was there improvement in teamwork and coworker accountability? From this question, managers can draw several metrics or indicators. One good example is by reviewing the output of the team. The human resource department should give their evaluation focus by department. In the sales department, for instance, try to compare their sales output before and after the teamwork program. If there is improvement in sales, then you can safely say that the solution provided positive results.
Another very common solution for worker involvements is employee training. Every once in a while, your company hosts training sessions that either enhance the skills of the employees or introduce new ways and methods of doing things. Either way, you know that the company is investing time and monetary resources in these sessions. To determine if the investments are well worth it, the HR department must be able to come up with good metrics.
As with the previous example, compare the productivity rate or output of each worker before and after the training. If there is an improvement, then the training is a success. A very specific example is when employees attend a time management seminar. Suppose you have everyone in the company attend the seminar. Since the program is about time management, the HR department must measure the development of each worker in terms of promptness. The HR manager can draw various metrics by asking questions like: “how many of the employees come to work early after the seminar?”, or “are my employees more prompt in submitting their reports after the seminar?”
Managers can derive several employee involvement metrics just by asking questions. However, the question is, are you implementing the solutions effectively? Because there is no point in measuring something that does not exist.