The research is clear that leadership, engaged employees, and ultimately organizational success are inextricably linked. Indeed, today’s employees express the need for a greater sense of fulfillment at work, at home and in their communities. They crave a stronger sense of connection and fitting in, of feeling appreciated and whole within themselves, while feeling integrated with others. Additionally, employee engagement is a key dimension of long-term competitive advantage, and according to the research of Bassi & McMurrer, employee engagement is a key driver that predicts organizational performance. However, as much as employee engagement is recognized as a key driver, Gallup researchers have consistently found employee engagement levels so low, they posed a threat to organizations nationwide. For example, in its national study of U.S. workers, Gallup researchers (2006) found 56 percent of employees identified themselves as “not engaged” at work. Even worse; an additional 15 percent of employees reported being “actively disengaged,” and are actually working to undo the progress made by their engaged counterparts. Further, a Gallup poll found that 80-percent of U.S. employees dread going to work on Monday mornings.
Actively work on acting out their unhappiness–highlight faults of organization, complain
Do not feel psychologically safe to communicate; they fear judgment, job security
Shut down to learning or new opportunities
Exhibit conflicting behavioral patterns
Avoid commitment or remain ambiguous
Are unmotivated, uninspired
Treat customers poorly
Effects of Engaged Employees…
~ McKinsey and Company from a study of 60 of the world’s top corporations.
When disengaged employees dominate a workplace, they have the capacity to thwart organizational success.
Can your organization afford not to reengage disengaged employees? Several well-regarded studies including one from SHRM, Society for Human Resource Management, estimated the cost of losing an employee between 30- 50% of the annual salary of entry level employees, 150% of middle level employees and up to 400% for specialized, high level employees.
The Conscious Leadership Response… Conscious leaders develop the capacity to respond to the needs of the individuals in the organization and with practice will cultivate healthy communication that will grow trust, compassion, stability, and connection within the workplace environment. Additionally, they elicit the potential and creative inspirations within employees, thus enhancing the level of employee engagement within the organization.