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Value Proposition for Investment in People and Culture

Our name says it all – The People Equation.  It resonates the underlying belief and purpose of our mission.  It is our core belief that for any business or institution, success will equal or exceed the potential that its’ people and enabling culture offers to contribute to that success.  If the people are inspired and motivated, it is bound to bring success to the business they belong to. Inspiration, motivation, engagement are all indicators of an enabling culture.  Successful organizations do not thrive overnight, they are built through sustained day-to-day organizational practices and relationships that employees experience. Organisations that recognize the importance of people potential and their engagement with the business, reap the benefits associated with that high employee engagement and enabling culture — higher productivity, lower turnover, and increased innovation.  Attracting the best talent in and itself is only part of the ingredient for success - bringing out best in them is the ultimate challenge and even more important. Our mission is to help organizations develop those effective people strategies and practices that fosters enabling culture and people potential.  

Here are some research-based facts supporting why investing in people practices is a good business and how that generate engagement:

“Perhaps the most transformational thing a company can do for its workforce is to invest in creating jobs and working environments that unleash intrinsic inspiration. This is the gateway to the discretionary energy that multiplies labor productivity: An inspired employee is more than twice as productive as a satisfied employee and more than three times as productive as a dissatisfied employee”. Harvard Business Review  

“the results from a new McKinsey Global Survey confirm the positive effects of talent management on business outcomes.  According to respondents, organizations with effective talent-management programs have a better chance than other companies of outperforming competitors and, among publicly owned companies, are likelier to outpace their peers’ returns to shareholders.  The survey also sought to uncover the specific practices that are most predictive of successful talent-management strategy. While there is no one-size-fits-all approach to the effective management of human capital, the survey results reveal three common practices that have an outsize impact on the overall effectiveness of talent management as well as organizational performance: rapid allocation of talent, the HR function’s involvement in fostering a positive employee experience, and a strategically minded HR team. The survey results also point to underlying actions that organizations of all stripes can take to cultivate these practices and thereby improve their talent-management strategy and organizational performance.”  McKinsey & Company


“Few factors contribute more to business success than culture—the system of values, beliefs, and behaviors that shape how real work gets done within an organization. Its close connection to performance is not lost on HR and business executives: Nearly nine in ten (87 percent) of our survey respondents say that culture is important, and 54 percent rate it as very important”  Deloitte  

“Have you ever wondered why certain companies hire great engineers, deliver seemingly endless innovations, and generate consistent growth, while others always seem to be reinventing themselves? A large part of the answer, in one word, is culture."  Harvard Business Review

“More proof about the causality of culture and performance comes from Queen's University Centre for Business Venturing. Using data over a ten-year period of employee engagement surveys and company results, it found the following for organizations that possessed an engaged culture:

  • 65% greater share-price increase

  • 26% less employee turnover

  • 100% more unsolicited employment applications

  • 20% less absenteeism

  • 15% greater employee productivity

  • 30% greater customer satisfaction levels.”  Forbes  

“if culture comes first, performance levels will follow” Deloitte   

“But a large and growing body of research on positive organizational psychology demonstrates that not only is a cut-throat environment harmful to productivity over time, but that a positive environment will lead to dramatic benefits for employers, employees, and the bottom line.”  Harvard Business Review

“disengagement is costly. In studies by the Queens School of Business and by the Gallup Organization, disengaged workers had 37% higher absenteeism, 49% more accidents, and 60% more errors and defects. In organizations with low employee engagement scores, they experienced 18% lower productivity, 16% lower profitability, 37% lower job growth, and 65% lower share price over time. Importantly, businesses with highly engaged employees enjoyed 100% more job applications.” Harvard Business Review