EEA Demo Shows How People Value Impact Calculator Measures the Impact of HR, Marketing, and Other Engagement Efforts

The Enterprise Engagement Alliance has teamed up with TM Evolution, a compensation and work life people analytics company, to create a practical way for almost any size organization to analyze the impact of investments in all stakeholders consistent with the new European Union Corporate Sustainability Directive.

Click here for a 30-minute Enterprise Engagement Alliance YouTube demonstration or scroll down for an overview.

Originally Developed to Identify Waste and Make Better Decisions
Track, Calculate and Correlate Whatever Data You Wish
Sample Reports by Stakeholder Group

Management and consultants in finance, mergers and acquisitions, sales, customer service, and other areas involved with people engagement no longer

need guess about the impact of their efforts. The People Value Impact Calculator (PVIC) from New York-based Enterprise Engagement Alliance and Minnesota-based compensation firm TM Evolution makes it easy for the C-suite and management overseeing all stakeholder groups to not only measure the ongoing impact of customer, employee, supply chain and distribution partner, and other engagement efforts, but to compare results with past performance and have reporting independently validated by a disinterested party using the organiztion's own metrics, according to Bruce Bolger, EEA Founder.

Click here for an example of how PVIC is used in company valuations to identify risks and opportunities in customer and employee management.

A single-license platform is included in the EEA membership program for Enterprise and Engagement Solution Providers at $1,500 per year, with a one-time $300 setup and customization fee, including a complete training program for stakeholder management implementation. This includes a meeting to determine the specific template you would like to use to track the information relative to you and provide basic training on how to use the platform. Additional analysis is available for an additional fee, as well as multi-division or multi-company licenses. Licenses are also available to non-members, the EEA says, as well as to management consulting and related firms that wish to use their own branded version of platform to support the impact of their own proprietary or other frameworks.

Explains Bolger, "A key advantage of the platform is to enable solution providers and/or organizations to have their conclusions easily audited for independent validation. Each solution provider has a legitimate and often unique approach to achieve purpose, goals, and objectives, and even the research tools to validate it, but it helps to have credible third-party validation using a transparent platform."

For a recorded demo, click here. In 30 minutes, Bolger and Hanson provide an overview and background; the types of stakeholder management and metrics that can be evaluated and the template used to upload it; an example of a company with data on the C-suite, customers, employees, and supply chain partners, the process for generating a report correlating different types of data, and a series of saved reports.

PVIC is based on a technology developed over a decade ago by TM Evolution to help its clients in compensation make better decisions. For example, it recently used the technology to help a mid-size company analyze the fairness of its compensation across all key demographic groups, finding that in most cases, pay was equitable, while identifying opportunities to enhance diversification of the sales force, according to Darwin Hanson, TM Evolution Founder and CEO and creator of the software. "I would encourage any company or solution provider using this platform to come up with the metrics that make the most sense for their organization, just as I have for our clients in compensation."

He cautions, "In drawing conclusions between causal and correlative factors--a tactic with direct results rather than one related to results--it's extremely important to be careful about the quality of the data and the time period, situation, and stakeholders involved. Having this information is like driving with headlights in the fog--you still have to be cautious. It's better to have information on inputs and outputs than to only have information on inputs but expert analysis is valuable."

Originally Developed to Identify Waste and Make Better Decisions

The use of PVIC to measure the impact of investments in people was driven by a series of Enterprise Engagement Alliance webinars held in fall 2023 identifying large amounts of waste in marketing, human resources, job design, customer service, and labor management relations. After evaluating the TM Evolution software, the EEA determined that the platform could do much more, explains Bolger. “PVIC is specifically designed not only to root out waste and identify inadequate investments in people but to help organizations correlate specific and general engagement initiatives to their specific, goals, and objectives, financial or otherwise, as well as identify specific areas of weakness they need to address."

During the demonstration, Hanson and Bruce Bolger, EEA founder, displayed a template that can be used by any size organization for either an enterprise view or one related specifically to different stakeholder groups, including the C-suite, human resources, sales, marketing, and customer services, or whatever group an organization desires to analyze. According to Bolger, it took less than five days for one full-time equivalent to compile this report based on an actual company he worked for. While the demo provides a complete stakeholder report consistent with the European Union Corporate Sustainability Reporting Directive and ISO human capital and people engagement standards, it can be used by organizations to upload almost any information desired into the PVIC platform for analysis, including ways it can be used to track both financial impact as well as effects on customers, employees, and other distribution partners, explains Hanson. Reports can be saved for future analysis, and data can be updated any time by way of an easy data upload process, he adds.

The spreadsheets are organized by stakeholder group, with the ability for organizations to set permissions restricting access to specific people, he continues. They can be populated with any qualitative and quantitative data organizations wish to use for analysis and easily updated if using the same template, enabling organizations to track results not only against financials but corporate objectives. The system is specifically designed to support the new European Union Corporate Sustainability Reporting Directive (CSRD), so that organizations can track the metrics over time in relationship to the achievement of their financial and other organizational goals.

Track, Calculate and Correlate Whatever Data You Wish

During the EEA show, Hanson shared just a few of the countless reports he says analysts can generate on the fly, including: customer engagement return on investment versus revenues; the impact of a digital media campaign on sales; CEO pay to book value and share price performance; the connection between human capital return on investment and employee engagement, the connection between diversity, equity, and inclusion and organizational outcomes. To create reports, authorized administrators populate the data on a pre-approved template customized for each organization's needs; upload it on to the platform; and then can begin selecting different criteria and timeframes to correlate and save as reports for future use.

Applications include:

Evaluating the impact of current and past investments in human resources, sales, marketing, customer service and other engagement efforts to identify strengths and weaknesses.
Analyzing and/or auditing pay equity.
Thoroughly analyzing the sources of concrete value creation and risk in mergers and acquisitions.
Anticipating the financial and impact on stakeholders of poor labor-management relationships or strikes.
Quickly and holistically analyzing the impact of incentive, recognition and other programs on retention, sales, service, productivity, quality.
Identifying the areas of business most related to short- and long-term value creation to better determine where to focus investments.
Looking at the impact of training and investment programs on retention or human capital return on investment.
Tracking the return-on-investment in marketing and communications efforts versus their purpose, goals, and objectives.
Determining pay equity among management, demographic and other groups.
Independently validing internal or external stakeholder engagement reporting.

Sample Reports by Stakeholder Group

Here are just some of the reports that can easily be generated with PVIC based on available data. Stakeholders can also include shareholders, communities, volunteers and donors, literally any organizational stakeholder. Click here for suggestions for the incentive, rewards, recognition, loyalty and meetings and events fields.

1. Boards, C-Suite, Mergers and Acquisitions, Investors

Consistency of achieving specific organizational goals and objectives over time.
Connection between executive pay, book value, stock prices, profitability, diversity and more.
Identification of the cost and risks of customer, employee, and distribution partner turnover.
Determination of human capital return on investment and marketing return on investment over time.
Cost and nature of lawsuits and regulatory issues.
Relationship between profitability, sales, and profits and employee and customer engagement scores and turnover.
Human capital and marketing ROI; revenues and costs per customer and employee pay by demographic group.
Turnover by type of employee, demographics, or pay.
Impact of customer, employee, and distribution partner disengagement in terms of sales or profits.

2. Human resources

Relationship between human resources costs and sales, profitability, and employee engagement.
Pay equity, turnover, and engagement by demographic group.
Impact of incentive and recognition programs on engagement, retention, referrals, etc.
Relationship between investments in training and development and human capital return on investment, turnover, engagement, productivity.
The connection between employee engagement, customer engagement, and sales.
The cost of labor disputes in terms of revenues, profits, and employee and customer engagement.
Employee productivity.
Cost of disengagement—impact on overall sales and profits based on engagement levels.

3. Marketing

Marketing return on investment.
Impact of marketing on achieving organizational goals.
Return on investment and impact on customer retention of customer service processes.
Connection between specific marketing initiatives and their goals, such as increasing the sales pipeline or customer engagement levels.
Impact of incentives or loyalty programs on sales, profitability, customer retention, referrals.
Costs and profitability per customer.
Connection between customer turnover and sales and profitability.
Cost of disengagement—impact on overall sales and profits based on engagement levels.

4. Channel Partners

Revenues, costs, and profitability per channel partner.
Channel partner marketing return on investment.
Connection between distribution partner sales and engagement levels.
Impact of incentives and loyalty programs on sales, profits, engagement, and turnover.
Impact of channel partner engagement on overall sales and profits.
Cost of disengagement—impact on overall sales and profits based on engagement levels.

For More Information

Bruce Bolger
Founder, Enterprise Engagement Alliance
914-591-7600, ext. 230
Bolger@TheEEA.org

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1. Professional Education on Stakeholder Management and Total Rewards

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