This article from Forbes highlights the fact that more employees are prone to “disengagement” than perhaps ever before. I quote from the article, ” Research claims “disengagement” (burnout, boredom, lateness, lackluster performance and workplace conflict) affects as many as 9 in 10 employees. Turning the equation around saves millions of dollars, to the tune of perhaps as much as $50 million for a company of 500 employees.” Continue reading
Terms like “engaged employees “and ” psychological contract” are frequently used by HR practitioners when they speak of successful people at work. Some believe that intrinsic motivators like a sense of achievement and the challenges that go with the job really influence performance. Others argue that there is nothing like a rich pay packet to make the employee set aside everything else to perform well at work.
The Great Place to Work Institute , India working in collaboration with the Economic Times has announced its list for 2009 . Interestingly, you will find a clutch of organisations across different sectors which have made it into this prestigious list. They cover information technology, consumer products and financial services.
Unlike now, a fair number of years ago the term “employee engagement” was relatively new. The question ” Are your employees engaged? ” brought forth a variety of answers. One manager told me ” Yes, but many of them are on contract and not directly engaged”. Another manager when asked in a fact finding conversation, ” Are you yourself engaged?” by one of our lady Consultants gave a somewhat sheepish smile and coyly said ” I am actually married with one child”.
Just how effective is your mechanism for collecting feedback on the engagement levels of your workforce?
After hundreds of focus groups and thousands of interviews with employees in a variety of industries, Gallup came up with the Q12, a 12-question survey that identifies strong feelings of employee engagement. 12 key employee expectations that, when satisfied, form the foundation of strong feelings of engagement.
The state of the national economy, the mood of the country and it’s growth trajectory, too, have a significant impact on the workers’ attitudes and expectations. This comes from a recent Watson & Wyatt’ s survey, one of the most comprehensive studies to understand workers’ attitudes.
The highest engagement levels were found to be in Europe, followed by Asia Pacific with Americans being the least engaged. According to Anita Belani, country head for Watson Wyatt in India: “Attitudinally, the centrality of work in an executive’s life in Europe is not as high as in many other places, Shorter work week, work-life balance and vacation time keep engagement high”
The sheer growth momentum in the Asia-Pacific is keeping spirits high. Even though the work conditions in the region may be far below the western nations’ standards, the buoyancy in the economy and optimistic job outlook have kept workers modestly engaged. India, with a buoyant economy and a cheery outlook, leads with engagement levels at 78%, followed by the Philippines. Japan and its lacklustre economy is visibly taking its toll. China does not figure strongly in the engagement score>
The study reveals that Indian workers are happiest about their role clarity and how they fit into the entire scheme of things in the company. The respect at the workplace and outside plays a significant role in a worker’s life. “Work defines who you are here,” says Belani.
No prizes for guessing the bottom three: salaries and training & development remains big problem areas. Surprisingly, strategic leadership and direction too find mention here. “It need not be the big boss, but the immediate supervisor who might be responsible,” says Belani.
Frequent promotions and ill-equipped insecure supervisors with poor managerial skills are creating a spiralling discontent within organisations. Companies dealing with hyper growth will need to find a better way to promote and prepare young executives for bigger roles.
Mercer the global consulting firm has a series of research studies called “What’s Working?” which provide insight to best practices in different countries. As part of their commitment to research-based consulting, Mercer conducts a series of national studies across the globe. These help them identify national trends and perceptions of work, and develop scientific norms to evaluate clients’ specific survey results.
Employee engagement goes beyond the employee’s intent to leave. It includes the
employee’s commitment to the organization and motivation to contribute to the
organization’s success. Over the last several decades, the drivers of employee engagement have changed. By analyzing key drivers, Mercer found that employee confidence in senior management and the organization’s reputation for customer service emerged as the primary drivers of engagement in India – right along with the perennial driver, fair pay.
The main drivers for engagement were:
- Confidence in senior management
- Paid fairly given performance
- Organizational reputation for customer support
- Sense of personal accomplishment
- Comparable benefits to industry
- Regular feedback on performance
- Reasonable workload
Use these factors to map how well your organization and team stack up. Are you doing a great job on these 7 factors? Are your employees truly engaged?
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