Employee engagement has been the topic of several posts, including our previous one; and according to recent data, is on the priority list for most organizational leaders.
But it is less common to hear people speak in specific terms about the real, often hidden, costs associated with disengagement.
In a recent blog post, Conway Management Company shared data indicating that “disengaged employees create a negative and expensive ripple effect throughout an organization, and drive-up costs in five specific ways.”
- Higher turnover
- Lower productivity and profitability
- Little or no process improvement
- Higher pay
- Lost opportunities
Read the full article…
Several past posts have focused on the subject of engagement, with the ultimate objective being to engage the extended enterprise.
The challenge for many organizations has been how to foster and profit from engagement, whether it be with customers, channel partners, employees, suppliers, or the community. Some consider engagement to be among the soft-skills and haven’t pursued it from a return-on-investment perspective, while others have followed the traditional, though less-effective path of simply trying to make their workforce happier.
But as it turns out, “the soft skills are the hard part” and the data shows that a “happy” workforce is not necessarily a more productive one. So in order to truly benefit from an engagement effort it is important to incorporate specific goals and metrics – to take out the “warm-and-fuzzy.”
Along those lines, the emerging field of enterprise engagement is based on 20 years of research, and provides a straightforward framework for identifying what people need to do to accomplish specific organizational goals, and for helping and empowering them do it.
Enterprise engagement has been an area of concentration over the past year, and several recent posts have focused on the subject, including engaging the imagination of others and engagement beyond the workforce.
We recently came across a related article that we found interesting and that earned a few thousand “likes” on LinkedIn: “Here’s Why Good Employees Quit.”
While a number of reasons are listed, author Mary Davids, a Leadership & Professional Development Consultant, identifies four primary reasons why good employees leave for “greener” pastures:
- Poor recognition/rewards
- Hiring or promotions