By Angela Fletcher, SPHR, President, The Angela Fletcher Co.
Sobering truths: Towers Perrin’s Global Workforce Study reveals that nearly four out of five workers aren’t living up to their full potential or doing what it takes to help their organizations succeed. Researchers also found that roughly two out of five have already “checked out” to some extent. And according to Gallup, companies with low levels of engagement eventually experience declines in financial performance. With all of these dark clouds out there, one could easily feel discouraged. But as is often the case, there’s a silver lining...if you look for it.
The good news: Employees really want to give more to their organizations – they want to go the extra mile. They’re just waiting for their employers to give them a reason to leave work every day having given it their all. Until then, about 70% of the employees in the average organization will continue to do just enough not to jeopardize their paychecks.
This means the ball is in the employer’s court, and each organization has to decide: Are we going to accept the engagement plight and another losing season, or do we emphatically reject it and change the game? I believe the organizations that will enjoy long-term success will be the “game-changers” – those who are relentless about figuring out how to connect with each and every employee in meaningful ways.
More good news: Leadership at all levels within the organization can facilitate this invaluable connection. After surveying almost 90,000 employees, Towers Perrin reports that the Top 10 Drivers of Employee Engagement Globally are:
At least half of these drivers are envisioned and implemented at an organizational level (i.e., senior management interest in employees, social responsibility, resolving customer concerns, career advancement and innovative thinking), which means senior leadership is definitely a linchpin in the engagement equation. This being the case, enduring strategy, long-term commitment and careful execution are required to effectively leverage these drivers – and it’s well worth every measure of effort.
Perhaps the best news: The remaining drivers are simpler to leverage and can be “operationalized” at a local level. Today, a leader could begin to impact his or her team’s engagement by implementing these five simple steps:
It really is time to change the game! Find out today what motivates each team member and how he or she likes to be recognized. Then, devise unique plays that will get each person off of the bench and enthusiastically giving their all in the game. The result: many winning plays and record seasons of performance.
Angela Fletcher is the President of The Angela Fletcher Company, a human capital consultancy based in Atlanta, GA. Her company is focused on helping organizations Lead Differently™. She previously held various senior-level leadership roles at Coca-Cola Enterprises. For more information, go to @@http://www.theangelafletcherco.com or contact her at: firstname.lastname@example.org