Use of the term “engagement” in business is fairly common today. The idea that engaged employees are effective employees was established well before Gallup began to study the topic in the 1990’s.
Peter Drucker associated outstanding work performance with the “responsible worker”, which I am sure he would recognize as today’s engaged worker.
An engaged worker is one who is committed to contributing to the organization and is willing to exert extraordinary effort in accomplishing tasks important to the achievement of organizational goals. An engaged worker maximizes personal and professional potential by being curious, insightful and displaying an initiative to learn.
This is no small thing. Every study completed on employee engagement shows a tremendous performance gap between those who are engaged and those that are not.
But, these are the facts that organizations are faced with, and the reality is troubling.
- Nationally, only 33% of employees are engaged in their work, according to Gallup. In addition, Gallup found that disengaged employees cost the country somewhere between $450 billion and $550 billion each year.
- The 2017 Mind the Workplace report, released by the nonprofit group Mental Health America (MHA) and The Faas Foundation, surveyed more than 17,000 U.S. workers in 19 industries and found that 71% were either “actively looking for new job opportunities” or had the topic on their minds “always, often or sometimes” at work. Only 19% said they “rarely or never” think about getting another job.
- 70% of organizational change efforts fail, primarily due to the people-side. (Freedman & Ghini 2010, INSIDE CHANGE)
U.S. companies spend over $70 billion annually on training, and an average of $1,459 per salesperson — almost 20 percent more than they spend on workers in all other functions.
Investing in training without a clear view of the current state of employee engagement challenges ROI before you spend your first dollar.
You might choose to believe that your organization is different. But do you know?
As you work on products, plans and initiatives to support your revenue targets – please consider this data point published by Pritchett LP.
Here is a quick overview of the 4 forces driving disengagement.
Awareness of your current climate in this critical area must precede any internal initiative aimed at improving performance