Employee Disengagement:  A Global Epidemic

A November, 2005 study  by consultants Towers Perrin, a global professional service firm, found that while many people want  to contribute more at work, the behavior of their managers and culture of their organizations are actively discouraging them from doing so.

The study, the largest of its kind, was carried out among more than 85,000 people working for large and midsize companies in 16 countries on four continents.

They found that 55% of US employees are passively looking for new jobs.  This means they are not engaged at work and are vulnerable to other offers.

It shows that there is a vast reserve of untapped "employee performance potential" that could drive better financial results if only companies could tap into this reserve.

Health Care Workers do not have confidence in senior management.

In their survey of 5,424 employees in the U.S. health care they found most disturbingly for health care institutions, that health care workers do not have confidence in senior management. Only 43% say that senior management is sincerely interested in employee well-being, the number one driver of health care employee engagement. What's more, 37% say that senior management sees them as just another part of the organization to be managed, and 15% say that senior management treats them as if they don't matter. Further, only 40% believe senior management communicates honestly and openly.

The Conference Board

The continuing failure by organizations to manage people as individuals rather than employees is undermining the effectiveness of the American workforce and leading to widespread employee disengagement.

What's more, according to market information group TNS and The Conference Board, managers are not prepared to effectively meet the major challenges presented by the future American workforce while remaining globally competitive.

Drawing on the results from recent surveys and data from the U.S. Bureau of Labor Statistics, they argue that the new American workforce will be one of polarized skill levels, diversity, and disengagement.

Gallup Poll Conclusions on Engagement of Employees

Research published by Gallup and others has shown that “engaged employees are more productive employees. The research also proves that engaged employees are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave. Many have long suspected the connection between an employee's level of engagement and the level and quality of his or her performance. Our research has laid the matter to rest.”

Cost of Turnover:

 American Management Association-The cost of hiring and training a new employee can vary from 25 percent to 200 percent of their annual salary.
Other costs:
 -Customer service disruption and loss of sales.
 -Low morale.
- Burnout/absenteeism among remaining employees.
- Loss of experience, continuity, and “corporate memory.
 -Waste of time and energy in emotional drama.

The Solution

Rebuilding relationships in the workplace is the only solution for this epidemic.  My workshops and keynote addresses bring clarity to the complex web of relationships in businesses everywhere and how to shift the workplace from a competitive, disengaged environment to one of trust and cooperation.  For more information on booking me for training, or keynotes, 
visit www.dannabeal.com. 

I love to hear from you, either in comments or at my email address danna@dannabeal.com.
Best always,
Danna