In my last blog, I discussed the People Value Stream Model and how it can optimize both employee engagement and financial results. Now that you know what the People Value Stream model is, it’s important to understand how this people-centric model is measured and the implications of implementing an HR approach that focuses on both continuous improvement and team members’ experiences.
How do we measure the “People Value Stream”?
If the people value stream is based on personal experience, how do we measure this? There are several ways to measure skills and abilities, and measuring behaviors using key behavior indicators is one of the most effective methods. For example, organizations can measure how people ask questions, or how leadership roles are rotated, both of which are reflections of engagement. Measuring engagement is perhaps the most powerful of all people measures because it has the greatest connection to other lagging measures.
Ideas are another important measure within the people value stream model. Ideas can be measured by how they are contributed or how they are implemented. It is very powerful for team members to offer an idea and potentially have it implemented by leadership.
Because people have an innate need to be recognized and be rewarded for their work, measuring recognition is important. When measuring recognition, it is not sufficient to simply tally how many recognitions or rewards an organization awards; instead, it is more important to get a sense of team members’ personal experiences in regards to recognition. People have a strong need for recognition — both giving and receiving support in the workplace. People are hardwired for connection and hardwired to want recognition.
When they feel good about the work they are doing, they will naturally move in that direction.
Physical and mental wellbeing is often an overlooked measurement, even though they are central to a person’s life experience. Good physical and mental health has been shown to improve people metrics, such as retention, attendance, and safety. All of these personal factors can be measured from peoples’ viewpoints and they have been shown to directly impact shareholder growth and value, while improving overall business outcomes.
Who are the Customers of the “People Value Stream”?
The team itself, along with the leadership team and ownership team, are the customers of the people value stream. It is important for all involved to make sure that the “People Value Stream” is optimized to ensure that goals are achieved and the organization is benefiting from positive personal work experiences.
People generally need progression, even if the actual job title doesn’t change. The role of HR is to support team members and the customers of the “People Value Stream”, and to create a positive work culture. One of the best ways to do this is to create shifting roles with strategic competencies.
By continually shifting roles, organizations are providing opportunities for optimal work experiences and personal fulfillment. Over the past several years, it has become clear that people have a need for a well-defined career path, and it is important that management is able to meet this need.
Team members want to know their options and what they can grow into in the future, and they want to have a plan for developing the skills for their particular career path.
Heading up the People Value Stream
Leadership plays an important role in The People Value Stream model. They must continuously drive engagement and improvement, and create a workforce that understands how to both identify problems while also implementing change. People Value Streams takes a “feelings based” approach that prioritizes team members’ experiences, resulting in highly engaged employees who are committed to the organization’s missions and values.
When organizations strive for workplace improvement by maximizing the potential of their people, they can achieve levels of financial opportunities not accessible in any other way.