Employee Engagement is the name of the game (Part 1)
Did you know that a recent global Gallup study on the State of the Global Workplace showed 79% of workers as either not engaged, or actively disengaged? Gallup estimates that it takes five fully engaged workers to cancel out the impact of one actively disengaged colleague.
Adopted from Gallup (2006)
Did you know these levels of disengagement have been estimated to stifle business productivity to the tune of $33.5 billion? Organisations with high levels of employee engagement increased their operating income by 19 percent and their earnings per share by 28 percent year to year compared to those with lower levels of engagement (Towers-Perrin, 2007)
A recent study by MSW Research and Dale Carnegie Training concluded: “Although there are many factors that impact employee engagement, there are three key drivers:
Relationship with immediate supervisor
Belief in senior leadership
Pride in working for the company.
Imagine ......
If your leadership and management could be so authentic, self-aware, confident in their own skins and so engaged and energised themselves, that they could easily co-create positive outcomes for themselves, their team and the organisation.
What would be possible if employees had total belief in senior leadership
to lead your company in the best direction during these dynamic and turbulent times of constant change.
to be trusted to openly and honestly communicate the state of your organization.
to work equally hard to safeguard the well being of ALL stakeholders and the planet alike.... focusing on shareholder bottom line profit requirements as one of many of their “Servership” requirements.
What could be possible if every employee gave their head, hands and heart to the organisation? What impact would there be on your bottom line if this level of commitment and engagement could achieve a 25-50% reduction in your current employee turnover and sick leave and a similar increase in productivity?
According to Gallup’s study, employee engagement affects nine performance outcomes. Compared with bottom-quartile units, top-quartile units have:
37% lower absenteeism
25% lower turnover (in high-turnover organizations)
65% lower turnover (in low-turnover organizations)
28% less shrinkage
48% fewer safety incidents
41% fewer patient safety incidents
41% fewer quality incidents (defects)
10% higher customer metrics
21% higher productivity
22% higher profitability
October 8, 2013
So what are the questions you and your organisation would benefit from exploring?
If levels of engagement hinges heavily on leadership capabilities then how does your organisation stack up? Are your Leaders’ capabilities sharpened in the areas that directly impacts on the level of employee engagement?
Do you have Leaders within your organisation that are creating an engaged workforce that in turn generate a greater return on investment or are you one of those organisations that is experiencing the unbelievable 20% engagement and productivity on your “people” investment?
How successful is your current Leadership Development strategy and investment? Are your leaders themselves engaged and energised? Are you creating inspired and inspiring “Serving” leaders or self-serving leaders?
References:
Smith, F. (2009). Workers as Disengaged as Ever. Australian Financial Review.
Towers-Perrin. (2007). Largest Ever Study of Global Workforce Finds Senior Management Holds Trigger to Unleash Talent potential
Engaging Employees: What Drives Employee Engagement and Why It Matters