What are companies doing to close the dis-engagement gap?
As the old adage goes, people join companies, and leave bad managers. Achievers North American research shows only 45% of employees surveyed trust their company’s leadership, and half don’t expect to be in their current job in one year.
The modern workforce wants to be inspired by their leadership, valued for their contributions and know their impact on company meeting objectives. The Achievers North American workforce report uncovered that:
51% of employees are not happy at work.
61% of employees don’t know their company’s cultural values.
53% of employees don’t feel recognized for their achievements at work.
Engagement is the buzz word in progressive, people oriented companies. But what does it mean to have an engaged workforce ?
Engaged employees are the ones who know why they get up each morning to come to work.
Employees are truly engaged when their needs beyond the basics of compensation and equipment are being met: recognition, direction, inspiration and purpose.
“More than half of employees aren’t engaged with the bigger picture and “whys” of the business.”– 2015 Workforce Engagement survey The greatness gap: The state of employee disengagement, by Achievers
The results don’t bode well for retention. Disconnection grows in the absence of recognition, purpose and inspiration. It’s a negative snowball.
When leaders coach
Managers who coach succeed in closing the dis-engagement gap. They:
- understand what drives each person,
- help build connections between each person’s work and the organization’s mission and strategic objectives,
- provide timely feedback,
- help each person learn and grow on an ongoing basis.
Managers who adopt a coach approach engage in regular communication around development by have coaching conversations. The single most important managerial competency that separates highly effective managers from average ones is coaching.
The Achievers survey indicates 60% of employees reported not receiving in-the-moment feedback from their managers, while more than half of employees don’t feel recognized for their achievements at work. And 57% don’t feel recognized for progress toward achieving their goals. The deep desire for recognition is always there. Almost all employees hope to be recognized regularly, but just 41% said it’s occurring at their preferred frequency.
What happens when companies recognize great work often?
In organizations where recognition occurs, employee engagement, productivity and customer service increase by 14 percent. (Bersin by Deloitte. The State of Employee Recognition in 2012).
Recognition is the biggest opportunity in business, because what you get is an engaged workforce. And an engaged workforce is a powerful force.