Conquering the Tipping Point in Employee Engagement
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This document discusses employee engagement and its impact on businesses. It outlines that there are three types of employees - engaged, not engaged, and actively disengaged. Disengaged employees cost businesses billions annually in lost productivity and increased turnover. The document recommends that businesses encourage and track engagement, give feedback, and connect with employees individually to increase engagement levels, which can result in higher revenues and a more positive work environment.
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![Conquering the tipping point in
employee engagement
1.
2.
THE 3 TYPES OF EMPLOYEES
AVERAGE DISENGAGED EMPLOYEE
COST FOR BUSINESS
WHAT DRIVES ENGAGEMENT
HOW TO SOLVE THE PROBLEM
THE RESULT
35%
1/8 >10
Engaged
work with passion, drive
innovation and move the
organization forward
Not Engaged
checked out, they do not
put energy or passion
into their work
Actively Disengaged
busy acting out their
unhappiness at work
most engaged in a company with 10 people
in the middle of their career
male rather than female
not highly educated
not remote worker
warning: millennials are most
likely to leave their job in the
next 12 months
Disengaged employees drag down companies,
costing billions of dollars in lost productivity
and resulting in much higher turnover rates
Encourage and track engagement
Give feedback and
communcate
3. Connect with each
employee
Increased revenues
2.5x
Negative atmosphere
Lost capital
Most engaged
in Northern America
Least engaged
in Nort Africa and Middle East
1 out of 8 is committed to their jobs
References: 1. State of the American Workplace Report 2013 – Gallup [http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx]
2. 2012 Global workforce Study – Towers Watson [http://www.towerswatson.com/en/Insights/IC-Types/Survey-Re-
search-Results/2012/07/2012-Towers-Watson-Global-Workforce-Study]
3. A global generational study – February 2014 - PwC´s NextGen [http://www.pwc.com/en_US/us/about-us/corporate-responsibili-
ty/assets/pwc-employee-engagement.pdf]
4. Key Drivers of Employee engagement Dale Carnegie Training [http://www.dalecarnegie.co.za/about_us/]
5. Hay Group Survey – Employee Engagement [http://www.haygroup.com/downloads/us/engaged_performance_pdf]
6. Washington Post – Pay employees to quit [http://www.washingtonpost.com/blogs/on-leadership/w-
p/2014/04/14/why-more-companies-should-pay-employees-to-quit/]
7. Weekdone – employee reporting tool [www.weekdone.com]
Before
After
80% Relationship with Direct Manager
70% Belief in senior leadership
54% Pride in working for the company
$500 billion
Cost of disengagement per year
$
actively disengaged
not engaged
liable to spread negativity
What’s happening?
Just working...
$
Motivated people
& more effort
57%
Before
After
smaller employee
turnover
40%
Before
After
less absenteeism
34%
Weekdone.com is a free tool to increase employee
engagement via team communications and status
reporting. Accessible on web and mobile.
Fun fact: with that money
you could fly to the moon
5000times
Presented by Weekdone.com
Share key goals, accomplishments and challenges with your team.
24%
63%](https://image.slidesharecdn.com/weekdone-employee-engagement-infographic-140703022237-phpapp02/85/Conquering-the-Tipping-Point-in-Employee-Engagement-1-320.jpg)
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The document introduces OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google and LinkedIn. It discusses setting quarterly objectives and measuring progress with key results metrics. OKRs provide transparency and align goals from the company level down to individual teams and employees. Examples of objectives and key results are provided for marketing, sales, finance, and product management functions. Guidance is given on writing objectives and results, balancing stretch and roof-shot goals, and common mistakes to avoid.
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Similar to Conquering the Tipping Point in Employee Engagement
STATE OF THE AMERICAN WOR KPLACEEMPLOYEE ENGAGEMENT INSI.docx
STATE OF
THE AMERICAN
WOR KPLACE
EMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS
TO WIN CUSTOMERS — and a bigger share of the marketplace — companies must first
win the hearts and minds of their employees. If you are a business leader serious
about implementing proven engagement strategies for growth at your organization,
contact Stephanie Holgado at +1-202-715-3101 or [email protected]
COPYRIGHT AND TRADEMARK STANDARDS
This document contains proprietary research, copyrighted materials, and literary property of Gallup, Inc. It is for your
guidance only and is not to be copied, quoted, published, or divulged to others. All of Gallup, Inc.’s content, unless
otherwise noted, is protected by copyright © 2013. All rights reserved. This document is of great value to Gallup, Inc.
Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark, and trade secret
protection safeguard the ideas, concepts, and recommendations related within this document.
No changes may be made to this document without the express written permission of Gallup, Inc.
Gallup®, Q12®, Clifton StrengthsFinder®, StrengthsFinder®, Engagement Creation Index™, HumanSigma®, Gallup
Panel™, Gallup-Healthways Well-Being Index®, and CE11® are trademarks of Gallup, Inc. All rights reserved. All other
trademarks and copyrights are the property of their respective owners.
The Q12 items are protected by copyright of Gallup, Inc., 1993-1998. All rights reserved.
ABOUT
THIS
REPORT
The State of the American Workplace: Employee
Engagement Insights for U.S. Business Leaders
report highlights findings from Gallup’s ongoing study
of the American workplace from 2010 through 2012.
This is a continuation of Gallup’s previous report on
the U.S. workplace covering 2008 through 2010. This
latest report provides insights into what leaders can do
to improve employee engagement and performance
in their companies. It includes an overview of the
trend in U.S. employee engagement, a look at the
impact of engagement on organizational and individual
performance, information about how companies can
accelerate employee engagement, and an examination
of engagement across different segments of the U.S.
working population.
Leaders,
Here’s something they’ll probably never teach you in business school: The single biggest decision you
make in your job — bigger than all of the rest — is who you name manager. When you name the
wrong person manager, nothing fixes that bad decision. Not compensation, not benefits — nothing.
At Gallup, we’ve studied the impact of human nature on the economy for decades. We’ve now
reviewed more than 25 million responses to our employee engagement survey, the Q12. And what
we found out about managers and employees has serious implications for the future of American
companies and the world.
Of the approximately 100 million people in America who hold full-time jobs, 30 million (30%)
a.
State of the American Workplace Report 2013: Employee Engagement Insights for...
State of the American Workplace:
Employee Engagement Insights for U.S. Business Leaders.
The State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders report highlights findings from Gallup's ongoing study of the American workplace from 2010 through 2012.
This is a continuation of Gallup's previous report on the U.S. workplace covering 2008 through 2010. This latest report provides insights into what leaders can do to improve employee engagement and performance in their companies. It includes an overview of the trend in U.S. employee engagement, a look at the impact of engagement on organizational and individual performance, information about how companies can accelerate employee engagement, and an examination of engagement across different segments of the U.S. working population.
Recommended by Business Doctors, Graz, Austria.
www.business-doctors.at
SEE FULL SUPPORTING ARTICLE AND OTHER INSIGHTS RELATING TO ENGAGEMENT, STRESS, BURNOUT PREVENTION AS AN ECONOMIC FACTOR IN OUR BLOG .................... LINK:
http://burnout-businessdoctors.blogspot.co.at/
Stateoftheamericanworkplacebygallup 140301224456-phpapp01
Marc Cullen, M.D., a professor of medicine at Yale University, explains that "the amount of stress you feel from your job has a lot to do with whether the job fits you -- that is, whether it matches your personality and style and other demands of your life. . . If you come home at the end of the day feeling angry, alientated, and exhausted, maybe you need more than a new job; you need a new line of work. 'The biggest problems are with a misfit.' If you're a misfit, fix it -- or you'll die trying."
Notice that he didn't say to change your personality or your style. He said to change your line of work. Find the right situation. Find a better fit.
State of the American Workplace by Gallup
Employee engagement in the US workforce has remained stagnant since 2000, with only 30% of employees engaged and the majority (70%) not reaching their full potential. Gallup research shows that engagement improves key performance outcomes like productivity, profitability, customer ratings and reduces absenteeism and turnover. Companies that have higher ratios of engaged to disengaged employees experience significantly higher earnings per share compared to their competitors. The report examines trends in engagement and strategies that companies can adopt to improve engagement among their employees.
GALLUP REPORT ON AMERCIAN WORK PLACE
The document summarizes key findings from Gallup's research on employee engagement in the American workplace from 2010 to 2012. It finds that only 30% of U.S. workers are engaged, while 70% are not engaged or actively disengaged. Engaged employees provide competitive advantages for companies and are linked to higher performance, productivity, profitability, and customer ratings as well as lower turnover, absenteeism, and safety incidents. However, employee engagement has remained stagnant in the U.S. workplace despite economic changes. The report provides insights for business leaders to improve engagement through strategies like developing employees' strengths and enhancing their wellbeing.
State of the american workplace report 2013
FORBES: Gallup’s data shows 30% of employees Engaged, 52% Disengaged, 18% Actively Disengaged. “These latest findings indicate that 70% of American workers are ‘not engaged’ or ‘actively disengaged’ and are emotionally disconnected from their workplaces and less likely to be productive,” states the report. “Gallup estimates that these actively disengaged employees cost the U.S. between $450 billion to $550 billion each year in lost productivity. They are more likely to steal from their companies, negatively influence their coworkers, miss workdays, and drive customers away.”
How Engagement Impacts Business
The document discusses how employee engagement impacts business success. It states that engagement affects key business factors like productivity, advocacy, absenteeism, turnover, innovation, quality, and customer relationships. Research shows highly engaged companies have higher earnings, operating income, and stock performance than less engaged competitors. The document argues senior leaders should understand this connection between engagement and results in order to prioritize engagement strategies and ensure the resources needed to create a highly engaged workforce.
12 Eye-Opening Employee Engagement Stats
Engaging your employees and fostering a sense of community is key to your company's success. Studies have shown that companies with engaged employees outperform others by 202%. Take a look at these 12 eye-opening employee engagement stats and we think you will agree it's time to invest in an employee engagement strategy.
Leadership Key Whitepaper
Executive Summary
Research by AON Hewitt tells us that nearly half of the world’s employees are not engaged, and that each disengaged employee costs your organisation an average of $10,000 in profit annually.
Why is employee disengagement so high? Is it something all organisations just have to “live with” or is there a way of managing it and perhaps converting disengaged employees into team members who are happy and enthusiastic about their work?
There are many benefits to having a workforce that is engaged in their work.
Employees who are actively engaged in their work:
• are happier and less likely to move on to another competitor
• tend to feel less stressed and call in sick less
• feel that their actions matter so are more likely to work diligently which increases quality and productivity
• have positive attitudes about their company, management,
co-workers and customers making them more likely to share their time and talents and bring their best ideas and creativity to their workplace
Unfortunately, the recent climate of economic uncertainty has thrown many organisations into turmoil as they struggle to make changes so they can maintain a competitive foothold in the marketplace. It is the employees who are feeling the strain as their employment or promotional prospects look shaky and internal communications dry up while senior executives work out how to deal with the situation. That’s where employee disengagement enters.
In this paper we pose the following questions:
• Is your workforce destined to remain disengaged?
• What does that do to your business performance?
• More importantly what does it do to morale?
• Is disengagement contagious?
• Is it systemic?
• What can you do to overcome disengagement?
We found that in many cases, employee disengagement is a systemic organisational issue. It is caused or aggravated by out-dated systems which ignore the basic needs of the employee and exist primarily for the benefit of the business. It’s an old strategy which is well past its use-by date.
Successful organisations have identified the main factors behind disengagement and have begun to address them. They have realised that their leaders hold the key to employee engagement because they are the meeting point between employee and organisational needs.
Leadership Key Whitepaper 2015 by LeadershipHQ
Research by AON Hewitt tells us that nearly half of the world’s employees are not engaged, and that each disengaged employee costs your organisation an average of $10,000 in profit annually.
Why is employee disengagement so high? Is it something all organisations just have to “live with” or is there a way of managing it and perhaps converting disengaged employees into team members who are happy and enthusiastic about their work?
There are many benefits to having a workforce that is engaged in their work. Employees who are actively engaged in their work:
• are happier and less likely to move on to another competitor
• tend to feel less stressed and call in sick less
• feel that their actions matter so are more likely to work diligently which increases quality and productivity
• have positive attitudes about their company, management,
co-workers and customers making them more likely to share their time and talents and bring their best ideas and creativity to their workplace
Unfortunately, the recent climate of economic uncertainty has thrown many organisations into turmoil as they struggle to make changes so they can maintain a competitive foothold in the marketplace. It is the employees who are feeling the strain as their employment or promotional prospects look shaky and internal communications dry up while senior executives work out how to deal with the situation. That’s where employee disengagement enters.
In this paper we pose the following questions:
• Is your workforce destined to remain disengaged?
• What does that do to your business performance?
• More importantly what does it do to morale?
• Is disengagement contagious?
• Is it systemic?
• What can you do to overcome disengagement?
We found that in many cases, employee disengagement is a systemic organisational issue. It is caused or aggravated by out-dated systems which ignore the basic needs of the employee and exist primarily for the benefit of the business. It’s an old strategy which is well past its use-by date.
Successful organisations have identified the main factors behind disengagement and have begun to address them. They have realised that their leaders hold the key to employee engagement because they are the meeting point between employee and organisational needs.
Employees rising - Seizing the opportunity in Employee activism
Employees rising - Seizing the opportunity in Employee activismInternational Association of Business Communicators UK
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.Employee Engagement - Ryan Gunhold
The document discusses employee engagement and creating a magnetic culture in the workplace. It defines employee engagement as employees being motivated, committed, involved in their work, and inspiring others. Conducting an internal analysis of engagement establishes a foundation for improving company culture and achieving organizational success. The document also outlines key drivers of engagement, ways to create an engaged culture, and an action planning process to increase engagement levels.
Employee engagement to enhance organisational performance by David Macleod
Presentation by David Macleod at the Acas national conference 2009 London, UK. (Acas.org.uk/summit09)
Managing for results from development to discipline
Eric Kaufmann draws on over 4000 hours of facilitating senior executives and teams in established companies to become better leaders who make better decisions and achieve better results.
He shared his Managing4Results(c) Model during our August 2010 Learning Event. In it, he delineated how to manage team members at different performance states, and with differing abilities, needs, and levels of autonomy. In particular, the Model provides a convenient and consistent guide for managers to determine when and how to train, coach, and discipline; and how to choose suitable leadership behaviors for each process.
This is the slide deck of Eric's presentation.
Introducing Leadermaker
A practical, effective and ongoing leadership development and certification tool - create the leadership you need for the workplace you want
Introducing Leadermaker
Leadermaker is a new app from Newsafe Leadership Solutions that aims to address low worker engagement through a behavior-based approach to leadership development. Traditional leadership training focuses on skills and traits but does not translate to everyday habits or provide useful data. Leadermaker provides short, ongoing tutorials to teach proven leadership behaviors, supports continuous learning as users adopt new habits, and uses learning algorithms to show the impact of different behaviors on engagement. The goal is to maximize worker engagement through practical leadership development focused on action rather than abstract skills.
White Paper: Financial Literacy for Employees - Understanding What Makes an E...
Part 1 in a 3 part series on defining financial literacy in the workplace. Part 1 explains what makes an effective financial education program for employees.
Change management-report
This report discusses the dangers of complacency in organizations. It provides 9 sources of complacency including a lack of visible threats, an environment that signals success, low standards of measurement, narrow functional goals, rigged internal systems, faulty feedback, ignoring external feedback, denying unwanted information, and being lulled into a false sense of security. It then discusses how complacency can lead organizations to develop blind spots, poor quality, and excessiveness, threatening their long-term survival. Constant learning and high performance standards are recommended to avoid complacency killing growth.
intllab.com - Sorry i am not at the office
Absenteeism can be controlled without resorting to disciplinary action and may result in reduce costs to organization. There is no doubt that absenteeism can be controlled although it cannot be totally eradicated. When supervisory and management staff are trained to monitor and control absenteeism, the result is increase in productivity and cost saving.
Business Case
Financial Education promises employers a return on investment of atlaest 1:4
i.e., for every one rupee spent in teching employees about their personal finance the organizations stands to gain 4 rupees directly.
To know more view the below presentation
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Employees rising - Seizing the opportunity in Employee activism
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Employee engagement to enhance organisational performance by David Macleod
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OKR Alignment Structures.pdf
This document discusses different models for aligning organizational objectives and key results (OKRs) across multiple levels or teams. It evaluates the alignment quality and potential challenges of each model. The best practice model involves aligning OKRs across two levels, with the company-wide OKR linking to team-level OKRs. This provides clear ownership and accountability while avoiding excessive management overhead. More complex alignment models risk becoming confusing or allowing teams to work in silos without coordination. Effective OKR alignment requires open communication throughout the process.
How to Successfully Manage Both Small and Large Teams
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Anatomy of a Successful Goal
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10 Fixes for 10 Business Challenges
Companies are very good at pointing out the main business problems and challenges. It can be lack of certainty or clear objectives, effectiveness, not moving fast enough, prioritizing etc. We here at Weekdone brought out the 10 most common business challenges and offered fixes that have worked successfully in the past.
9 Tips for a Work-free Vacation
Going on a vacation is scary and stressful for many entrepreneurs and leaders. Imagine all the tasks you’ll be leaving unattended and the work you will still have to do. Not to mention, you know that when you get back, you’ll have hundreds of messages waiting for you. For these reasons, a lot of my friends in leadership positions end up working throughout their vacations or even avoid vacations all together.
To help address these fears and issues, we here at Weekdone have put together a checklist to follow to have a work free (and stress free) vacation.
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You can be a superhero at work. Even when you don't know it yet.
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Only 50% of U.S. workers believe their employer is open and upfront with them. This is a good example of how much power and impact transparency has.
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Where to work? 2016 Employment and Labor trends
A lot of people are trying to decide, what they're going to do with their life. What's more, globally, 207 million people are already looking for work. Competition for best jobs is fierce with people wondering about where to get the best salary, and where is the employee engagement the highest.
Where to work?
What sort of career to choose?
Find the answers in the 2016 Employment and labor trends slides.
How to Successfully Run a Remote Team
Some think working remotely is a terrible setting that takes control away and let's employees stay at home and be useless. Others find that remote work increases overall productivity and lowers the need to micromanage.
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The only thing that we can say for certain is that telecommuting is increasingly popular and there are problems you need to face to make it work.
Leader's Guide to Motivate People at Work
To motivate employees, leaders should provide more praise, attention, responsibility, and incentives. Specifically, leaders should recognize employees' good work, keep employees informed about company goals and strategies, assign more challenging tasks with autonomy, establish incentive programs with realistic yet challenging goals, and provide pay raises correlated with employee performance and development. Leaders can use a performance management tool like Weekdone to understand employee status, provide transparent feedback, and align goals across different levels.
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- 1. Conquering the tipping point in employee engagement 1. 2. THE 3 TYPES OF EMPLOYEES AVERAGE DISENGAGED EMPLOYEE COST FOR BUSINESS WHAT DRIVES ENGAGEMENT HOW TO SOLVE THE PROBLEM THE RESULT 35% 1/8 >10 Engaged work with passion, drive innovation and move the organization forward Not Engaged checked out, they do not put energy or passion into their work Actively Disengaged busy acting out their unhappiness at work most engaged in a company with 10 people in the middle of their career male rather than female not highly educated not remote worker warning: millennials are most likely to leave their job in the next 12 months Disengaged employees drag down companies, costing billions of dollars in lost productivity and resulting in much higher turnover rates Encourage and track engagement Give feedback and communcate 3. Connect with each employee Increased revenues 2.5x Negative atmosphere Lost capital Most engaged in Northern America Least engaged in Nort Africa and Middle East 1 out of 8 is committed to their jobs References: 1. State of the American Workplace Report 2013 – Gallup [http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx] 2. 2012 Global workforce Study – Towers Watson [http://www.towerswatson.com/en/Insights/IC-Types/Survey-Re- search-Results/2012/07/2012-Towers-Watson-Global-Workforce-Study] 3. A global generational study – February 2014 - PwC´s NextGen [http://www.pwc.com/en_US/us/about-us/corporate-responsibili- ty/assets/pwc-employee-engagement.pdf] 4. Key Drivers of Employee engagement Dale Carnegie Training [http://www.dalecarnegie.co.za/about_us/] 5. Hay Group Survey – Employee Engagement [http://www.haygroup.com/downloads/us/engaged_performance_pdf] 6. Washington Post – Pay employees to quit [http://www.washingtonpost.com/blogs/on-leadership/w- p/2014/04/14/why-more-companies-should-pay-employees-to-quit/] 7. Weekdone – employee reporting tool [www.weekdone.com] Before After 80% Relationship with Direct Manager 70% Belief in senior leadership 54% Pride in working for the company $500 billion Cost of disengagement per year $ actively disengaged not engaged liable to spread negativity What’s happening? Just working... $ Motivated people & more effort 57% Before After smaller employee turnover 40% Before After less absenteeism 34% Weekdone.com is a free tool to increase employee engagement via team communications and status reporting. Accessible on web and mobile. Fun fact: with that money you could fly to the moon 5000times Presented by Weekdone.com Share key goals, accomplishments and challenges with your team. 24% 63%