When Gallup first began measuring and tracking employee engagement levels in 2000, they found that only 26% of the U.S. workforce was truly engaged: motivated to show up and psychologically invested in the work they were doing. Moreover, a disturbing 18% of employees were “actively disengaged.'
When Gallup first began measuring and tracking employee engagement levels in 2000, they found that only 26% of the U.S. workforce was truly engaged: motivated to show up and psychologically invested in the work they were doing. Moreover, a disturbing 18% of employees were “actively disengaged.” They were going through the motions, but psychologically they had checked out.that we have made considerable progress in the last twenty years. Employee engagement has now reached 35%.
If we want to build on the modest progress that has been made, business leaders must be crystal clear on what is working and why it is working. Gallup identifies four factors driving improved employee engagement. All four reflect an organizational commitment to developing employees—to creating what the report calls a “high-development culture.”The foundation of a high-development culture is a clear brand vision, one which articulates a compelling purpose and mission for the company.
. If managers themselves are not energized and inspired to motivate others, employee engagement efforts are sure to falter.In the old command-and-control model of management, supervisors were unquestioned authority figures. They told employees precisely what to do and how to do it, and then evaluated them based on of how well they followed those instructions.. To succeed in today’s economy, employees and teams must be empowered to think on their feet and creatively solve problems on their own.
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