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…
Data presented by Gallup during a recent event was very compelling, and might well give organizational leadership some clear targets for better-engaging their workforce.
Based on the research shared, here are ten things that engaged workers tend to say:
- I’ve been recognized for my work in the past 7 days
- My supervisor seems to care about me
- Someone at work encourages my development
- My opinions seem to count at work
- In the past 6 months someone has talked about my development
- I know what’s expected of me at work
- I have the opportunity to learn at work
- I have the opportunity to use my strengths at work
- The company’s mission, values and goals make me feel that my work is important
- I have a best friend at work
Based on this list, a few questions we might ask ourselves include… How many of our team members might say some or all of these things?
Might there be a plan for promoting such thoughts or feelings?
Can specific activities on the part of our leaders at all levels be targeted to implement such a plan?
The opportunities for improvement are significant!
As you may know, Engagement World is a conference and expo taking place this week in Orlando, Florida.
The event is “dedicated to highlighting the world of Enterprise Engagement in business and its many strategies and tactics.”
During a few of today’s presentations some simple yet important messages were shared and reinforced:
- More of the nation’s top organizations are documenting increases in financial performance as a result of increasing employee, partner and customer engagement.
- Employee engagement begins at the recruiting step – a great case study was presented by Northwell Health (61,000 employees) outlining how they revamped their recruiting and on-boarding practices. To truly engage customers the workforce must be engaged first.
- Among the key drivers of employee engagement:
- Clarity in roles and regular feedback
- Two-way communication with leadership
- Ability to impact the work environment
- Ongoing professional development and training
- Sense of connection with the organization’s culture and values
You’re probably hearing the word “engagement” more and more, and seeing troubling data indicating nearly 70% of the US workforce is disengaged, costing businesses billions. The challenge for most organizations has been how to foster and profit from engagement, whether it be with customers, distribution partners, employees, or suppliers.
As you may know, we have recently been certified as an engagement practitioner by the Enterprise Engagement Agency (EEA), and have structured an approach that is focused on results. While some are inclined to categorize engagement on the softer-skill side, 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 organizational goals, setting specific activity goals, and measuring ROI.
Common solutions to people-related challenges include:
- Engaging employees in a practical fashion to improve the workplace
- Increasing quality and productivity to improve the work
- Promoting wellness and reducing turnover
- Improving the customer experience
- Providing more proactive customer service
- Fostering more customer referrals or loyalty (retention)
- Enhancing the commitment of the distribution channel
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
Business leaders often think about “engagement” in terms of employee or workforce engagement, which is certainly a truly worthwhile pursuit.
However, emerging data shows that greater, even more sustainable gains can be made by engaging the full-spectrum:
- Channel Partners