With typically only 18 months to prove themselves, chief executives are now more than ever focused on hitting the financial metrics that translate into success by Wall Street’s standards. Yet, 78 percent of CEOs realize that financial indicators alone are not an accurate reflection of a company’s strengths and weaknesses; instead, CEOs are increasingly turning a curious eye toward “softer” metrics, such as employee engagement, according to a recent study by Deloitte Touche Tohmatsu.
Despite the realization that employee engagement seems to matter, the magnitude of its impact on the bottom line is still not making its way to the top of the CEO’s agenda. Why are CEOs listening but not taking action? It appears that CEOs continue to devote considerable effort and resources toward designing the corporate strategy, yet they seem to be unaware of what forces can prevent it from being delivered successfully.
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