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Workforce Engagement: The Power to Make Wealth

Updated on December 10, 2014
Source

Recruitment

Workforce engagement has a form:

  • It is a measure of productivity
  • It measures leadership
  • It also measures wealth

Excerpts from empirical research on making recruitment supply chains work by the chartered institute of personnel development of the UK, CIPD indicate that The Manpower Talent Shortage Survey 2014 found that one in three, 36% employers have difficulty filling roles; and just over half, 54% of employers experiencing a talent shortage state that this is having a high or medium impact on their ability to meet client needs. And this quote from Director, Talent Acquisition, AECOM identifies one, 1 of the top three, 3 priorities in recruitments:

It is all about the candidate. Our future business is based on people.

Our talent is people. The quality of hires should come first …

The other two, 2 include to instill a quality candidate experience, and to ensure efficiency that reduces the cost of recruitment. When the right people are attracted into the role at the first, 1st attempt, and when only a handful are invited to participate in the recruitment process, then these three, 3 and the other necessary variables would be satisfied at once; including reduce time to hire, retain staff, manage risks associated with recruitment, manage accountability, consolidate management information, manage recruitment across different countries, and communicate the organization’s brand.

Workforce engagement, EnG is a factor that when used to select candidates for recruitment, has the potential to achieve these. It is founded on the principle that the transition from play to work in upbringing is eased when talent is involved. Talent turns work into a play. And it is expressed in the performance at task by the standard procedure, which is what the F-Scale measures. Recall this quote from the Northern Ireland Council for the Curriculum, Examinations and Assessment, CCEA:

Children learn best when all areas of an integrated, carefully planned curriculum are implemented informally using methodologies that are interactive, practical and enjoyable. Children should have opportunities to experience much of their learning through well planned and challenging play CCEA, 2003:.7

Workforce Engagement

Workforce engagement, EnG has been observed to be high for staff that is productive, and who are leaders, and make wealth. See the table presented later in this work. In this case, leadership, Ps is evaluated as membership of the Pareto 20%ters, who do 80% of the work in the organization. And productivity is measured in terms of the number of essential components of phenomena, Nu that the person is able to identify. It is sufficient that Nu is four, 4. The return on investment, ROI is the measure of wealth. Measurement of the factor-EnG is based on the following premises:

  • Given what ought to be, p what actually is, b is determined; subject to measurement, F-Scale presented below
  • Given the phenomenological, p the behavioral, b is determined; subject to discipline, 1/10
  • Given the energy to create value, C the power to make wealth, ROI is determined; subject to discipline, 1/10
  • The soul, S is actually a measure of sustainability

The F-Scale
The F-Scale

In this case the soul, S is conceptualized as energy in storage, for work. To become available however, it has to be converted into power, which is stored in the personality, F. The conversion factor is the character factor-C which measures the thought pattern. These three, 3 factors are core to the evaluation of workforce engagement. And the following three, 3 indices are kernel to the measurement:

  • The value creation model, VCM
  • The bill of health index, BHI
  • The appraisal model, APP

The value creation model links the factor-C with the ROI, to connect thought with wealth respectively, in the following relation:

The Value Creation Model
The Value Creation Model

But this is an ideal that is subject to the quality of the business environment, EB. Thus for a culture, OrgC in which merit, transparency and discipline are respected, the conversion would be perfect; to decrease in quality according to the extent of deviance from these values, for OrgC → 1. The factor- OrgC measures organizational culture and is best at a unity, for OrgC = 1. And the influence of the culture that is predominant in the environment is evaluated on the bill of health index, BHI and the appraisal model, APP.

The Bill of Health Index

The bill of health index, BHI of an organization is a metric that puts a value on organizations uniquely, according to their capacities for leadership, profit, sustainability, and impact on the environment. Firstly, leadership in the industry for organizations would derive from the quality of the workforce, whether they are self-contained or not, being leaders in their various professions. Moreover it is their output that determines profit, and therefore sustainability, according to the satisfaction of the customers. Then to impact the environment, organizations would need to create value, which would be inclusive of profit and sustenance. This would go beyond merely building something that others want to invest in, to giving back to the environment more than is taken out from it.

In general, value would be created when the output is less than the input. This requires a style of behavior, which derives from a style of thinking that, could be cultivated only deliberately, according to the culture in which the workforce is brought up. The following three, 3 features would therefore be evaluated on the BHI at once, to put a value on the performance of the organization in general:

  • The thought pattern,
  • The behavior pattern, and
  • Upbringing

Upbringing is essentially the responsibility of families. However when this institution comes short, the organization gives the person another chance, to play catch up. Then, it would be this chance that keeps this cadre of workforce engaged, more than the material rewards.

Source

The Appraisal Model

The appraisal model is an operationalization of the following two, 2 principles:

  • One for all, all for one
  • From each according to their ability, to each according to their need

Two, 2 parties are therefore in focus here, including the organization and the workforce. The workforce is evaluated against the capacities for productivity and leadership; and the organization, only against the capacity for productivity. For both, productivity is evaluated as the ROI. For the workforce, it is evaluated additionally as the observed gap between the responses to stimuli, RES and the appropriateness of these responses, RGT for Xty = √ (RES x RGT). Then customer satisfaction, CSN is evaluated as the relativity average of both measures of productivity, for CSN = √ (Xty x ROI). And financial security, FSY is evaluated as a function of the indices for reward, Rw and the business environment, EB both of which are inverses.

Together, CSN and FSY define sustainability, Sus. This is actually a soul factor, which measures the energy that is available to the workforce, as well as to the organization, for value creation. It is this energy that translates into the power to make wealth. It is evaluated for the workforce with their individual ROI scores as input, and for the organization also with its observed ROI as input. The ratio of both values defines the observed appraisal, AppO. And the expected appraisal, AppE is the ratio of the behavioral measure of soul, Sb on its phenomenological equivalent, Sp. The final appraisal score is the ratio of the observed on the expected scores, for App = AppO / AppE. The model is presented below:

The Appraisal Model
The Appraisal Model

The Measure of Workforce Engagement

The appraised measure is multiplied by 10, to apply the discipline factor that translates it into the measure of expected ROI for the worker. Then the worker engagement, EnG is the ratio of the observed on the expected ROI, for EnG = ROI / ROI’. Recall that the observed ROI is evaluated on the value creation model presented earlier in this work. The organization’s ROI is also evaluated on this model, with the input factor as the organization’s C-Score. This score is the ratio of the organization’s expected, on the observed BHI. The expected BHI is evaluated as follows:

BHI’ = 2LdpG – 1,

..........................LdpG = 2EntG + 1,

......................................................EntG = VA’ / VA

Thus the organization’s capacity for leadership, LdpG depends on the amount of entropy, EntG that it generates, according to the extent that it approximates the expected figure of the value added, VA’. All three, 3 of these values would therefore predict the health of the organization, BHI’. Then the organization’s culture would be evaluated as OrgC = BHI’ / BHI. The C-Score for the workforce, as well as the other factors on the appraisal model, are evaluated with inputs from the factors Pc and Rn, which are measured on the identity kit, Id-K. The factor-Pc measures phenomenological compression as the capacity for intuition. And the factor-Rn measures rationality. Recall Einstein in the following quote:

The intuitive mind is a sacred gift,

And the rational mind is a faithful servant.

We have created a society that honors the servant,

And has forgotten the gift

EnG measures the extent to which this twist has been rectified. This would be the extent to which merit, transparency and discipline are valued in the culture. It would also be the extent to which the factor-C translates into ROI; which is actually the extent to which the energy for value creation translates into the power to make wealth. The ROI is a form of energy value that translates into wealth power in its monetized form, ROI; for ROI = Profit / ROI, where ROI = Revenues / Costs.

Einstein on the Thought Pattern
Einstein on the Thought Pattern

Benefits of the Measure of Engagement

Apart from being a measure of the discipline with which merit and transparency are valued, the factor-EnG also measures the benefits that the workforce derives from the organization. This is evaluated as 1 – EnG. Then the leaders in the organization would be identified, as they benefit less expertize than the others. Their score on this derived benefit would therefore be less than for the others who would not be part of the leadership team. They would however derive more benefits on ROI and therefore, monetization. This streamlines the two, 2 kinds of benefit that can be derived from organizations, including ROI for the leadership and expertize for the others.

The factor-EnG is best at a unity, for EnG = 1. Scores of greater than a unity would therefore define instability. In conclusion therefore, to optimize workforce engagement, EnG the minimum requirement would be to build leaders. Ultimately however, it is the organization’s culture that needs to be optimized for the purpose, as summarized in the series below:

3. Organizational Entropy.........Wealth Making

2. Organizational Culture.........6. Engagement

1. Leadership Of Industry........5. Appraised ROI

4. Bill of Health

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