The following case study was provided as part of the evidence for the effectiveness of employee engagement strategies in improving performance, productivity and, in the private sector profitability. It has been used cumulatively with other submissions compiled by many leading companies and organisations to leave little room for doubt about the statistical importance of engaging employees.
This particular case study is an additional support to The Evidence Paper
Background:
Lane4 is a leader in the field of human performance. They work with a wide range of organisations, helping individuals and teams around the world reach their fullest potential, to build sustainable competitive advantage.
Naturally, as they help others with employee engagement, they actively ‘practice what they preach’ through nurturing and developing internal employee engagement.
Currently employing 65 employees in addition to a portfolio of associates, they are a company akin to a close community and actively promote values of performance, integrity, learning, quality, care, enthusiasm, and openness.
These values are embedded in the company culture, and autonomy and empowerment are very important aspects of this. They believe this has contributed towards high organisational commitment, and employee engagement is crucial to this.
Lane4 nurtures employee engagement through a number of initiatives including company days, weekends and ‘Magic Mondays’. In addition, this year the company granted Olympics leave.
Results:
Lane4 believe in the importance of measuring employee engagement and conduct an employee engagement survey regularly. This is measured through their High Performance Environment (HPE) survey that is distributed company-wide.
Through this they consistently score highly on areas such as ‘Commitment to Lane4’, and ‘We buy into Lane4 Values’, which they believe confirms that they are engaging with their employees well. This is further evidenced by the figures that show that over half of their workforce has been with Lane4 for over 5 years.
