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In a January blog post, thoughtful communications scientist Bruce Berger asked a great question: “Does Organization Communication Research Matter?” While I agree with astronaut Neil Armstrong that “research creates knowledge,” I similarly subscribe to the wise musing of Benjamin Franklin that “a good example is the best sermon.” In other words, actions speak louder than words and actions based on research or knowledge that enhances our professional practice and the organizations we serve is the brass ring.

Like many companies, Roche is committed to measuring its employee engagement and even more so to using the knowledge gained to strengthen Roche as a great place to work. Since launching its first Global Employee Opinion Survey (GEOS) in 2011 and repeating it in 2013 and 2014, the company’s engagement score has increased nine percentage points — all the more impressive given the global participation rates for a company with 90,000-plus employees.

GEOS 2011 2013 2014
Global Participation Rate 80% 86% 88%
Overall Engagement Score 62% 67% 71%

One key engagement driver that concerned the company in 2011 was how its senior leaders were perceived both in terms of the effort they made to listen and consider employee opinions as well as how well they focused on people. With 2011 scores of around 40% on the senior leadership drivers (improved to 50% or above in 2014) there is definitely room for improvement and a need for action. Roche made a conscious effort to concentrate on leadership behavior. Action plans in 2011 and 2013 focused on leadership behavior, skills and development. Roche now translates those action plans into a leadership culture that ensures Roche continues to have a great place to work.

The company has expanded and enhanced its leadership development efforts, launching three new leadership programs to reinforce and focus on what it means to be a leader at Roche. These include a one-day custom designed program for first-level leaders, a program for some 3,000 mid to senior-level leaders and an intense leadership course for the top 700 positions across the company.

sidebarAnother significant milestone on the journey was the development and strong adoption throughout the company of the Leadership Commitments (see the attached sidebar). From workshops personally modeled by the CEO to site-based strategies that included Gemba Walks on factory floors, the Leadership Commitments have spread like wildfire. They set a clear code of behavior and principles for people leaders and made a promise to employees about what they can expect from their leaders.

Another key to transforming research into action is a belief that everyone’s role is valued. Employees are encouraged to speak up, participate and share opinions. Management commits to transparently sharing results in a timely manner and to putting that knowledge into daily practice. That means continuously taking actions – walking the talk – and identifying new areas of improvement.

Bertrand Russell, the philosopher, social critic and writer, was spot-on when he said, “There is much pleasure to be gained from useless knowledge.” Indeed, who doesn’t guiltily enjoy the thrill of Trivial Pursuit or Double Jeopardy? But the pleasure of useless knowledge is not nearly as thrilling (or as impactful) as action unleashed. To truly make research matter – whether it is organization research conducted by academic scholars or surveys conducted to measure engagement – knowledge must be put in practice to be of value.

Research leads to knowledge but it is the actions informed and inspired by that knowledge that make it real and that make a lasting difference.

Ron Fuchs Low Res WebRon Fuchs, APR, is the Head of Communications Services at Roche and a member of IABC’s International Executive Board. He is based in Basel, Switzerland. Reach him at ron.fuchs@roche.com. Follow him on Twitter @RonFuchs

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Heidy Modarelli handles Growth & Marketing for IPR. She has previously written for Entrepreneur, TechCrunch, The Next Web, and VentureBeat.
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