3 Vital Factors that Contribute to Workplace Success
- Driven Leadership, Inc.
3 Vital Factors that Contribute to Workplace Success
Employee engagement is an important part of any organization. A successful company must engage it’s employees. After working with hundreds of small to large companies, we can easily identify that the number one key to success is Engaged Employees.
THERE ARE 3 AREAS TO LOOK AT:
EMPLOYEES BELIEF IN SENIOR LEADERSHIP AND UNDERSTANDING OF LEADERSHIPS DIRECTION
- Employees want to know that their voice is heard. They want leaders with a clear definition of where they are going and why they are going there. No one wants to follow a leader that is lost.
EMPLOYEES RELATIONSHIP WITH IMMEDIATE SUPERVISORS
- Nothing supersedes building positive workplace relationships. A recent study by Dale Carnegie identified that 80% of employees are unhappy with their immediate supervisor and are therefore disengaged. Employees want to be known and valued for their contribution. Employees are inspired by having role models that encourage goal achievement, contributing to positive engagement and a better overall workplace environment.
EMPLOYEES BELIEF IN WHAT AND WHY THE COMPANY DOES WHAT IT DOES
- Whether through a manifesto or a mission statement, a company must let their employees, customers and prospects know what they plan to accomplish, how they will accomplish it, and why they are focused on accomplishing it. It is about values. It is about world-view. It is about clearly stating what the world will look like when a business has had a chance to change it. Employee Engagement levels are twice as high among employees who say they are proud of the contributions their organization has made to society.
This we know, the four characteristics needed for engagement are enthusiasm, empowerment, inspiration, and confidence. Below are a few of the key statistics you may want to know:
WHO IS ENGAGED
- Executives and medical workers are the most highly engaged group of employees
- Employees in education, social work, and sales are the least engaged
- Managers and supervisors are more likely to be engaged than all other levels of workers
IMPACT OF SENIOR LEADERSHIP
- 70% of employees who lack confidence in the abilities of senior leadership are not fully engaged (via Dale Carnegie Employee Engagement Study)
- 79% of highly engaged employees have trust and confidence in their leaders (via Towers Watson, “Engagement at Risk” Global Workforce Study)
- 55% of employees feel inspired by their leaders (via Towers Watson 2014 Global Workforce Study)
- Only 28% of Millennials feel that their current organizations are making “full use” of the skills they have to offer (via Deloitte 2015 Millennial Survey)
- 69% of employees report engagement is a problem in their organization (via Psychometrics Engagement Study)
- 82% of employees said it’s very important that their organization address the employee engagement problem (via Psychometrics Engagement Study)
IMPACT OF DIRECT SUPERVISORS
- 80% of employees dissatisfied with their direct manager are disengaged (via Dale Carnegie Employee Engagement Study)
- 30% of employees report a lack of supervisor support (via Towers Watson 2014 Global Workforce Study)
- 54% of employees are engaged when they believe their manager cares about their personal life, yet 66% of employees believe their manager does not care about their personal life
- 61% of employees who say they are satisfied with the amount of input they have in decisions affecting their work are engaged.
WHAT’S THE BOTTOM LINE
- Only 18% of current Managers demonstrate a high level of talent for managing others (via Gallup)
- 26% of employees plan to leave their employers within the next 2 years (via Towers Watson 2014 Global Workforce Study)
- Disengaged employees are 2 1/2 times more likely to leave for ANY level of pay increase
- 60% of employees lack the elements required to be highly engaged (via Towers Watson 2014 Global Workforce Study)
It is time to think about what you need to do to elevate employee engagement in your company.
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