Client Industry:
Engineering
What we did for the client
The client selected nine key employees for individual coaching aimed at increasing productivity. The sessions were held bi-weekly over five months. At the start of the process, each employee met their coach, and productivity goals were set based on agreements between the employee, the company owner, and the coach. These goals included clear methods of measurement. Upon program completion, the company owner received a progress report for each employee, aligned with the employee beforehand.
What we measured
Employee productivity was tracked monthly through four indicators:
- Indicator A: Number of work units completed
- Indicator B: Number of tasks completed
- Indicator C: Individual perception of productivity
- Indicator D: Job satisfaction
The number of work units and tasks completed was defined internally according to each employee’s specific job to ensure consistency in workload measurement.
Short, reliable surveys were used to measure individual perception of productivity and job satisfaction, completed anonymously by employees via mobile phones at the end of each month. The surveys were designed not only to measure the constructs but also to link the results with the support provided by the coach. The results were scaled and expressed on a scale from 0 to 100, and average values were calculated for each construct.
Results
Coaching was conducted over the first five months shown on the graph, with results tracked for an additional five months after the service concluded. The number of work units completed showed a slight increase, though the numbers varied due to differing workloads and tasks among employees. The number of completed tasks increased in line with Indicator A, despite variations among employees, as not everyone worked on the same tasks. All employees demonstrated an increase in the number of tasks completed.
Regarding individual perception of productivity and job satisfaction, a consistent upward trend was observed. Employees reported increased job satisfaction and a higher sense of productivity, highlighting that coaching had a positive impact on their satisfaction and work engagement.
Financial projection
Productivity (an average of employee self-assessments and supervisor assessments) increased by 62.24%, while job satisfaction rose by 37.50%.
Over one year, the company achieved a total revenue increase of €842,449. According to research, increased job satisfaction can boost profit by an estimated average of 3.95%, while increased productivity can contribute an additional 9%.
Without coaching and these improvements, it is estimated that revenue growth would have amounted to €745,860.12. With coaching, revenue growth was 47.27%, compared to 41.85% without it. The difference between these two scenarios is €96,588.88, with a possible range of €68,619.13 to €149,172.02, depending on variations in satisfaction and productivity.
Note: We recognize that the calculation is not entirely precise due to numerous external and internal factors influencing the measured components. However, we made every effort to provide the most reliable overall picture and guidelines possible.
