Last week I had the pleasure of teaching an accreditation for internal practitioners and trainers for a large multi-national company with offices in Canada, the USA, Europe, India and China. HR people came from all over the world to attend. (I am always honoured to be influencing the people who are in a position to impact their organizations through improving the effectiveness of their people.)
On the fourth and final day of the accreditation, the group divided into global regional HR teams responsible for rolling out Insights Discovery in their part of the world. Senior VP’s joined us to critique their plans. The subject of return on investment (ROI) was discussed, as everyone wanted to feel assured that investing in Insights is worth the time and money.
At first appearance the idea that “improving business relationships” could be quantified sounds challenging and might simply require a leap of faith, – but this is not the case. There are a number of approaches to measuring ROI.
As an example, the Assistant Dean of The Daniels College of Business at the University of Denver, Barbra Kreisman, wrote her PhD dissertation on the cost of attrition on large corporations. She interviewed hundreds of exiting employees to uncover the real reason for their departure and discovered that there were two main reasons people leave a company; 1) they could not get along with their direct manager, and 2) they did not feel appreciated for their contribution. In her paper Kreisman noted the impact on an organization of introducing Insights Discovery. There was a positive influence on these two primary challenges. First, on receiving an Insights Discovery personal profile, a manager more fully appreciated the impact they were having by understanding their own leadership style. It taught the manager the need to adapt their style when required, and to use the Insights model to better leverage diversity in the workplace. Secondly, it gave the employee a way of highlighting their own unique gifts, which allowed them to be more appreciated by those they work with. The end result is reduced attrition, which saves money for the company. It does this directly by lowering replacement costs and indirectly by having much more functional teams.
Other metrics Insights has been asked to impact include; measuring improvement in teamwork over time, extending face time in front of busy clients, increasing sales per customer in a retail environment, and improving manager/leaders 360 ‘scores’ and performance reviews.
Finally with regard to stick ability, it is interesting to note that in 2013 Kreisman reported that all MBA and EMBA students at the University of Denver are interviewed five years after graduation and asked to report on what was the most impactful thing they remember about their education and the majority said Insights Discovery.
If you are interested in knowing more about Insights Discovery, contact us at firstname.lastname@example.org.
– Alan Maclachlan, President, Insights Toronto