Studies show that employees prefer cooperative work arrangements, and that these practices improve morale and task completion. This is becoming more evident with the needs and wants of the growing millennial workforce. Therefore, if one measures more things, more will get done. Companies should focus instead on fostering a better understanding about what drives the economic engine of the company.
Additionally, trucking companies tend to measure outcomes instead of processes. They may measure that they collect receivables in 45 days, but they do not know why that is good or bad. Does it make sense to instead measure the processes that lead to the collection of receivables? For example, it would be better to measure how long it takes drivers to turn in their paperwork, the number and cause of re-bills, the number of collection calls made each day, or the number of days from picking up the load to mailing or transmitting an invoice to the customer.
Their job is to create an environment that enables others to know and to do for themselves. Leading by example is key. What you do, how you spend your time, how you allocate resources — it matters. Show your team the way and they will follow you. Knowing-Doing Gap. Learn More - opens in a new window or tab International shipping and import charges paid to Pitney Bowes Inc.
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The Knowing-Doing Gap- How Smart Companies Turn Knowledge into Action.
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The Knowing-Doing Gap
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The Knowing-Doing Gap In Online Training
Between and , the proportion of people agreeing with the statement "We care and give back" doubled to 77 percent. Of course, the survey by itself is of little value. Many companies have surveys and don't do anything with the results. Intuit people and the firm's cultural values are what make the surveys work. At the same time, generalized cultural values and intentions to be a certain way, without measures to assess how well the firm is doing, could easily become merely good intentions that do not drive action.
The values, culture, and quality of the people provide the knowledge and intentions, and the surveys help turn that knowledge and values into action. In employee morale was not where Intuit wanted it to be, so the company refocused on its people.
Intuit moves around valuable employees, even at the cost of short-term efficiency, to reinforce its commitment to career development for its people.