SALINE — Mercer, a New York-based human resource consulting firm, and eePulse Inc., a Saline-based human resource management technology and consulting firm, have joined forces to sponsor the Leadership Pulse, a global learning system that uses real-time benchmarking to build effective leaders and management teams.
The Leadership Pulse, started in 2003, applies a data-driven methodology to leadership development and organizational behavior. Via a series of short “pulse” surveys organizations obtain valuable information for enhancing employee energy, performance and talent management.
Jason Jeffay, senior partner and global leader of Mercer’s talent management consulting operation, noted that “eePulse, Inc. has been a pioneer in the field of measuring and tracking employee energy, a top predictor of key employee metrics like productivity and retention. Next generation human capital strategies will be based on the right balance of employee energy and workforce economics. Combining Mercer’s strengths in human capital strategy and workforce planning with eePulse Inc’s industry leading research and analysis on employee energy will help companies win the war for talent.”
Added Theresa M. Welbourne, president and CEO of eePulse Inc.: “Mercer is recognized as one of the leading talent management consultants in the world, and we are pleased to collaborate with them on our research. We believe employers worldwide will embrace the combination of Mercer’s expertise in talent management consulting with the insights around employee development and business trends resulting from our pulse surveys.”
According to the most recent Leadership Pulse, which was conducted in March and includes responses from more than 450 leaders worldwide, employee energy (having a sense of urgency and accountability for everything you do) is on the rise. Since September 2010, employee energy has increased by approximately 0.4 points. Notably, confidence in the economic climate is trending upwards as well for the same timeframe.
“Employee energy is a critical component of employee engagement and productivity,” Welbourne said. “Leaders with a sense of employee energy relative to other measures can better manage their workforce and, if necessary, apply appropriate interventions. While it’s a promising sign that energy and confidence in the economy are both up, many organizations may not be prepared for these changes. Employers must consider how energized their employees are and what they need to do to retain their top talent and stay competitive as the economy improves. Nonetheless, while energy \improved, leaders are reporting that they are still below the ideal level to be most productive, so there is more work to be done.”
Despite leaders’ increasing confidence in the economy, the Leadership Pulse indicates that confidence regarding the organization having the right people and the ability to execute on its vision is decreasing. Moreover, confidence in the organization’s ability to change as needed is virtually flat.
“The mix of employees having confidence in themselves and the economy, but not in their organizations should be a red flag to employers,” Jeffay said. “Confidence in the organization’s leadership is a key driver of employee engagement and without it, employers risk losing their most valuable asset — especially since the most talented employees are always in demand.”