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Continuous measurement: engagement is not a project

When developing Jobber, the introduction of continuous measurement was one of the biggest unique selling points. When measuring continuously, we automatically take a random sample based on a automatically chosen interval. All this in such that we equally spread the participation of the employees. For an organisation with 365 employees (based on one participation per employee per year), this means that one employee will be invited to participate each day. The big advantage: a continuous overview on the engagement within the organization.

So far, however, we see a strong preference for measuring based on intervals above continuous measuring. That’s why we regularly question ourselves whether we’re just too early to introduce continuous measuring or whether it is the case that engagement can just not be managed continuously within organisations. The theory behind lean manufacturing with kaizen as a specific element teaches us that striving for continuous improvement not only leads to a higher quality of production (which can be interpreted in the context of both production companies and service companies) but also to more engaged employees and, thus, more engaged customers.

We keep an advocate of continuous integration of engagement within the companies management and hope that we are able, maybe in a longer term, to convince small and large companies of the advantages of a continuous focus on engagement and satisfaction.

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