We can get close to measuring culture, but I don't think we'll truly ever be able to in a way that's valuable. Some companies use eNPS (employee net promoter score) to gauge overall happiness, and it is a good high-level indicator overtime and to see when it drops and spikes. But ultimately you're measuring happiness, and with this OneVest metric, you're focusing on retention; both get at the core of whether or not culture's doing its job but that doesn't really mean it's "measuring culture". Liked the perspective though, thanks for sharing this!
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[ 3.8 ms ] story [ 13.6 ms ] threadExamples:
- Some companies have incubation models - small teams trying new things. If they work, they grow. If not, everyone leaves as things wind down.
- Services heavy firms have higher turnover than pure product companies. (It's hard being a service employee)
- Same with sales heavy cultures.
- If you're a great employer in Des Moines (Iowa) you'll have less turnover than Silicon Valley.
I love metrics, and struggle with this a lot. A couple signs:
- Why do people leave? (Money? To become a teacher?)
- Do you have to pay more than the competition?
- How many of your A players recruit their best friends?
- Do customers want to be employees?
- Do ex-employees want to become customers?
Very hard to benchmark!