To fully achieve the benefits of a more engaged organization, the entire workforce needs to be accountable for their piece of the ‘engagement equation’. Each individual is accountable for his or her own engagement. Supervisors and managers have a role to coach team members to higher levels of engagement and manage his or her own engagement. And executives set the tone and create the culture fosters engagement. While employee engagement starts with the leader, everyone in the organization shares responsibility.
Not surprising, employee engagement continues to be a top priority in 2011. BlessingWhite is one of many organizations researching global employee engagement. I thought you might be interested in the key findings from their 2011 Employee Engagement Report.
- 31% are Engaged, 17% are Disengaged and the rest fall in between.
- There is a strong correlation between engagement levels and age, role/level, and tenure in the organization.
- More employees are looking for new opportunities outside their organization than in 2008.
- Engaged employees plan to stay for what they give; the Disengaged stay for what they get.
- Employees worldwide view opportunities to apply their talents, career development and training as top drivers of job satisfaction.
- Trust in executives appears to have more than twice the impact on engagement levels than trust in immediate managers does.
- Managers are not necessarily doing the things that matter most. The actions most correlated with high engagement are not always the ones that receive the most favorable ratings.
- Executives appear to struggle with key leadership behaviors, especially what’s required to create a high-performance culture.
- Engagement surveys without visible follow-up action may actually decrease engagement levels, suggesting that organizations think twice before flipping the switch on measurement without 100% commitment for action planning based on the results.
So what do you make of these findings? Where do you fit in the engagement equation? And what are you doing to fulfill your part?
Similar to BlessingWhite, we find that the creation of spirit at work – that sense that we are fully engaged and inspired by our work – is a shared responsibility between the employee and employer. It is when each individual takes responsibility and the organization as a whole does its part that the magic and the results become evident.
Want to learn more? Sign up for our monthly newsletter where we will explore spirit at work and its contributing factors in more detail. Read the book Rethinking Your Work and learn how to create spirit at work.
Val Kinjerski, PhD, is a leading authority in the field of employee engagement and on the topic of “spirit at work.” A consultant, agent of change and inspirational speaker, she helps renew employee wellness and increase performance and retention by reigniting employees’ love for their work. Check out her Spirit at Work Program and Inspired Leadership training at www.kaizensolutions.org. Val is the author of Rethinking Your Work and Rethinking Your Work Guidebook. Available now at www.rethinkingyourwork.com.