Metrics to follow for an engaging assignment
March 22, 2023
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3 min
The success of your company depends, in large part, on the commitment of your employees.
Analyzing the metrics that correspond to their motivation and commitment will allow you to quickly rectify the situation if you feel a drop in results or a slackening. You will then be able to make informed and effective decisions.
Discover the metrics Napta recommends to follow for a assignment that engages your employees.
From your software assignmentsoftware, see how much time your consultants spend on projects or training that motivate them and that have meaning for them. This allows you to create a balance in the professional life of your teams, between the obligations linked to their job as consultants and the meaning they find in their work. Moreover, it is also the way to transform the periods of intercontract into real opportunities.
For example:
GrantThornton uses Napta in an internal mobility mercato logic and offers internships and projects in other entities to facilitate the discovery of new jobs within the group and bridges between entities. As a result, in 1 month, 30 assignments were offered.
This metric allows you to see the gap between the amount of project applications submitted by your employees and the amount accepted. Staffing also based on your teams' interest in certain projects is a great way to engage them with your company and your customer. But be careful: this requires a high level of transparency on business opportunities and on the projects that come in, a tool assignment tool gives you a 360° view.
For example:
At Capgemini invent, giving employees a say in their own assignment was at the heart of the Napta project. Since the implementation of the tool, employees have had full visibility of future assignments and can freely express their wishes regarding their positioning.
When employees are alone or stay too long on an assignment, it is not uncommon for them to feel that they no longer belong to your company, and consequently to disengage. But in front of a client, it is not always easy to justify the turnover on an assignment. A question then arises:
It appears that the 1ʳᵉ option is largely preferable. For all that, it is not always the strategy adopted by consulting organizations. The fear of proposing a rotation to a client sometimes induces consultant departures and harms the firm overall.
For example:
At Artefact, they want to rotate consultants every 3 to 6 months on assignments. This is a risk to take with respect to the client, but it reduces the phenomenon of employee fatigue. The fear of proposing a rotation to a client sometimes leads to the departure of consultants and harms the firm as a whole.
This indicator represents the gaps between the skills available internally and your future needs to respond to anticipated opportunities. If the gap is too large, your project teams will find themselves in difficulty during their mission and watch out for the loss of motivation! To close this gap when it is too large, there are several solutions:
These gaps must be anticipated in the long term in order to avoid refusing assignments due to a lack of skills.
You don't want to see your employees lose their motivation, become disengaged little by little, or even quit. So, don't hesitate to make the most of your employees' commitment, and to do so, be attentive to their wishes for evolution and their aspirations.
Remember: retention is always cheaper than recruiting new talent and using software assignment software allows you to anticipate these movements.
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