Leverage

Jason Morwick, Robyn Bews, Emily Klein and Tim Lorman

Chapter Chapter 8 in Workshift, 2013, pp 157-174 from Palgrave Macmillan

Abstract: Abstract Up to this point, we focused on describing the process of designing, implementing, and scaling a successful program. We discussed the benefits and illustrated the positive impacts by describing processes and sharing stories of the challenges overcome and successes realized by a number of organizations. We reviewed reported results that indicated tangible benefits: improved scores on organizational employee culture studies, decreases in attrition, or cost savings related to reductions in real estate or talent acquisition costs. Across the board, we heard from program leaders that employees and teams who participated in some way functioned better or were generally improved after formally adopting a program. While we were not surprised to hear leaders report these results, we were curious to learn exactly how much better the organizations were after formal adoption, and if some improved significantly more or realized greater benefits than others. Specifically, were some organizations experiencing the commonly advertised benefits while others found something more … perhaps even much more?

Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-33747-4_9

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DOI: 10.1057/9781137337474_9

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