Lately, it seems our LinkedIn feeds have been filled with blogs emphasizing the experiences of people in organizational transformation. Leaders across industries are increasingly aware of the importance and difficulty of people-centered change. Indeed, 93 percent of leaders in North Highland’s research say that involving employees in the design of change yields higher levels of adoption. Coupled with compounding pressure to demonstrate progress through data and measurement, many leaders fall back on engagement scores to prove an organization’s cultural maturity. With 31 percent of business leaders in our annual Beacon research considering organizational culture a transformation area, our experience has shown that many leaders are using only engagement scores to measure success in their cultural transformations. In other words, engagement scores are often heralded as the sole indicators of cultural health, despite the fact that engagement and culture are two very different things.
