The American workplace appears to be in a sorry state, and the result could be disastrous for our economy.
Gallup does a workplace engagement study on a continual basis. They’ve been doing it for decades, not only in the United States and around the world. So they have millions of data points in their database as they continue to analyze changes in what causes employees to be happy or not happy or as they term it, engaged or not engaged.
Here’s one of their recent findings. The number of employees that are actively disengaged, which means they’re just showing up for the paycheck, is now 2-to-1 vs. those that are engaged. Two to one! It didn’t used to be that way folks. I know from firsthand experience. To say it another way, if you have 100 employees, 66 of them are going to be actively disengaged, and 34 of them are going to be actively engaged.
Why does this matter?
Gallup found seven elements in place at the companies with spirited employees that are notably lacking in those that do not. They:
Have involved and curious leaders who want to improve.
Have cracking HR functions. The best HR people have a gift for influencing, teaching, and holding executives accountable. This is important because many executives rise through the ranks despite not being very good managers. HR experts teach leaders and managers to stretch and develop employees in accordance with their natural capabilities.
Ensure the basic engagement requirements are met before expecting an inspiring mission to matter. When employees know what is expected of them, have what they need to do their jobs, are good fits for their roles, and feel their managers have their backs, they will commit to almost anything the company is trying to accomplish
Never use a downturn as an excuse. The excuse we hear the most to explain away a lousy workplace is the state of the economy; in periods of belt-tightening, engagement inevitably takes a hit.
Trust, hold accountable, and relentlessly support managers and teams. The experiences that inspire and encourage employees are local. Strong teams are built when the teams themselves size up the problems facing them and take a hands-on approach to solving them.
Have a straightforward and decisive approach to performance management. The companies in the Gallup study with the highest engagement levels know how to use recognition as a powerful incentive currency.
Do not pursue engagement for its own sake. As it becomes increasingly possible to measure and track engagement accurately, some companies start "managing to the metric." Great employers keep their eyes on the outcomes they need greater engagement to achieve.
Actively disengaged employees worry about the clock instead of the job. They worry about when they’re going to get their next vacation, rather than the next task they need to do. They worry about themselves rather than how to help the enterprise thrive.
Employees that are not motivated to be there work at doing an absolute minimum of work in order to get paid.
Why has this happened? What do you think?
