How Do You Measure Ownership?
 
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“If you want to retain those who are present, be loyal to those who are absent.”

-- Dr. Stephen Covey, The Seven Habits of Highly Effective People

“Learning cannot be disassociated from action.”

-- Peter Senge, The Fifth Discipline

“The most important measures are both unknown and unknowable.”

-- W. Edwards Deming, Out of the Crisis

 

How Do You Measure Ownership? by Kevin McManus

I was recently asked in an e-mail how I would measure ownership in a company. Before we get into the suggestions that I offered, we might want to first consider the question "Why is it important to have high levels of employee ownership?" While this might sound like a stupid question to some, believe it or not, there are a lot of people out there who really don't care if the levels of employee ownership in their company are high or not. How do I know this?

Well, to begin with, I believe that we only measure what we consider to be important. If your company does not measure ownership at all, let alone have strategies in their improvement plans for improving these measures over time, that tells me that employee ownership is not that important to you. Secondly, if I look at how some people are treated in some companies and attempt to put myself in their shoes, I would have a hard time taking much ownership in those organizations. If we allow systems to exist that hinder, or actually decrease, ownership levels as each day goes by, we probably don't care that much about ownership levels.

Still, the question begs to be answered - why do we need high levels of employee ownership? Well, first of all, if you are trying to make a high quality product or provide a high quality service, and the quality of those product or service attributes cannot be totally controlled by machines, then ownership levels directly affect the quality of your product or service. If you expect people to move at a fast pace, both to control costs and keep the customers coming back, and you can't rely totally on machines to keep those people moving, then the level of ownership people have affects their work pace. If you count on your people to let you know when problems exist or improvements are needed, you better recognize that their desire to tell you what you need to know is directly proportional to the level of ownership in the company that they feel.

Yes, unfortunately we are talking about feelings. Ownership is a feeling - a state of mind or an attitude - and that makes it tougher to measure. I believe that all companies rely on ownership to some degree in order to make money and keep the customer happy, whether they recognize that fact or not. How our people feel does affect the quality of our products and services, the pace of their work, the degree to which they work safely and follow the rules, and their willingness to let us know when improvements are needed. Do you measure ownership in your company? Do you think you might benefit from doing so?

Here are some possible approaches that I have used, and seen used, to measure employee ownership levels in high performance organizations, or in companies that have such aspirations:

1. The most tangible measure of ownership that I have seen used involves including an 'ownership' statement on the internal customer survey and trending the top box response rate to that statement over time across all internal customer segments. Example statements include "I take ownership in the success of my company" or "I feel a strong sense of ownership in the products we make." Unfortunately, not all companies consider their employees to be internal customers, and too many think internal surveys are either a waste of time or something that can be done only every other year or so.

2. The response rate itself for such a survey is also an indicator of ownership, especially if you give this type of survey more than once a year. Yes, it is true - there are companies that do measure internal customer (employee) attitudes MORE than once a year. In fact, as intranet use grows in companies, it is becoming even more cost effective to do this. The response rate to your survey - the number of completed surveys you get back versus the number distributed - is a direct reflection of your peoples' belief that the survey will make a difference and their desire to make the company more effective. While it is true that the design of the survey and the survey process itself does affect response rates, if your goal is to increase this rate over time, you should be redesigning your survey process each time it is used to drive this number up - if you care about doing so that is.

3. Ownership is also reflected in other morale measures, such as your absenteeism rate, retention or turnover rate, internal complaint or grievance frequency, and percent attendance at company functions outside of work. Many companies track some of these measures, but few trend them over time, and even fewer actually consider them to be key performance indicators. Do you trend these values over time and review them monthly at your performance review meetings? Are ownership measures part of your balanced scorecard? Do you have strategies in your annual or multi-year improvement plans that are intended to improve these trends in the future?

4. If you have cross functional improvement teams that are voluntary from a participation perspective, the percentage of employees involved on these teams is a good indicator of ownership as well. Similarly, if you have a means of letting people contribute to your key improvement project lists, the rate at which they provide such projects is a good ownership indicator. The degree of team effectiveness they experience and your ability to actually use, or at least respond to, their suggestions also affects these types of measures, but in general, they are good indicators of your peoples' desire to make 'their' company better. To what degree do your people want to help improve the company? How do you know?

5. Other more intangible indicators of ownership include general facility cleanliness, how people treat each other in passing, and how open people are in sharing performance feedback. While it is tough to come up with a number for these types of indicators, you can easily gauge where you are at relative to them by simply walking through the facility or sitting in the cafeteria. Another more intangible indicator of ownership levels involves the degree to which a given performance improvement initiative, such as 5S, six sigma, or lean manufacturing, is supported and can be sustained over time by both your front line people and your middle managers. That brings up another question - how much ownership do your supervisors and managers have in the success of the company? How does their personal ownership levels and feelings affect those of their people?

In all cases, measures that are trended over time and results that can be segmented by all key employee groups give you the best feedback of your success in building ownership. Do you think it is important to measure and improve employee ownership levels over time? Would you like to improve the systems you use to both measure internal customer ownership levels and increase those levels as time progresses? If so, feel free to drop me an e-mail, and I will be happy to give you some additional thoughts on this topic.

Would You Like to Learn More?

Great Systems! can help you design and improve your key work systems in three ways – system assessment, one day system design workshops, and ongoing system evaluation and improvement coaching. If you are interested in learning more about these services, please send Kevin McManus an e-mail at kevin@greatsystems.com or give him a call at 206.226.8913. Keep improving!

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Last Revised - August 31, 2005
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