Many managers and persons in leadership though, pay scant regard to the need to create an environment for engagement with their subordinates or colleagues. The view is often that management-knows-best, that the higher your rank, the more intelligence you have and therefore the need to consult or engage others is not essential. Consultation is often view in the same light as information sharing and briefing sessions as input gathering. The fact that the audience could ask some questions justifies the thinking. Tragically, this view is often supported by those lower down the organization's rank structure.
Research though shows that employees that are disengaged cost an organization millions in lost revenue, productivity and efficiency. The Harvard Business Review (January–February, 2015), noted that many workers highlight that frustration, burnout, disillusionment, and misalignment with personal values are cited amongst the biggest reasons for career change and that disengaged workers cost the US economy $450-550 billion dollars a year. HBR further notes that signs of disengagement include unresolved workplace conflict, stress-related illnesses, high absenteeism, presenteeism, low morale, high staff turnover, workplace grievances, low productivity, gossip and hurtful rumours.
A Gallup Report (State of the Global Workplace, 2013) note that in Canada, 16% are engaged in their jobs 70% are not engaged 14% are actively disengaged. Actively disengaged employees are negative and potentially hostile to their organization.
Both the Gallup study and HBR point out that engaged employees perform 20% better than disengaged counterparts (SHRM, 2007 Research Quarterly), are 87% less likely to leave the organization than the disengaged (Gallup 2013), come up with more innovative ideas, have the most entrepreneurial energy, infer far less health care costs than their counterparts and are happy and loyal.
So, how do you create a culture of engagement in the workplace?
There are many indicators available. Excerpted from “Employee Engagement: A Silver Bullet,” by Lyle Potgieter, some of these steps are highlighted as:
1. Define and Map the Strategy
Organization leaders need to be clear on what they are trying to achieve before they communicate this to the organization.
2. Define Values, Behaviors and Measurement Criteria
The Executive and Management teams need to determine the values and behaviors they believe are important to the organization. These need to be clearly defined and unanimously supported, as well as clearly articulated so that they can be readily understood.
3. Conduct Strategy Mapping in Every Major operational Unit
4. Create a Performance Management/Talent Management System
Set up aPerformance Management and Development system. Ensure the system has the capability for regular feedback, at least monthly.
6. Set Objectives Based on the Department Strategy Map
7. Make Every Manager Accountable
8. Conduct Career/Succession Planning
9. Foster Positive, Supportive Relationships through:
Clarifying purpose, Setting Objectives an .One-on-One Meetings, and
10. Communicate Constantly and Consistently.
Are you an engaged or disengaged employee? Do leave a comment.