That’s the level of global employee engagement across all sectors (Gallup's latest state of the Global Workplace report).
Even more surprising is the figure 18%, the percentage of employees who are actively disengaged - spreading negativity and monopolising managers and colleagues time. This not only has a detrimental effect on workplace culture, it also damages the bottom line.
This leaves the other two thirds of employees as simply not engaged. Sure they will put in time, but little energy, passion or discretionary effort, often waiting for the weekend! These are the employees that are physically present, but psychologically absent.
In the UK it’s even worse. Just 11% of employees are actively engaged, and nearly double (21%) actively disengaged. Even more disappointingly this has declined from the previous report in 2013 where 17% of employees identified themselves as engaged.
Yet while the above may make for depressing reading, it doesn’t have to be this way. Using the same measure we know that the top performing companies have 70% employee engagement. Imagine the impact on performance? Internal relationships, employee absence and retention, productivity, customer feedback, revenues, costs, accidents, rewards and of course profits. All moving significantly in the right direction.
So what’s going on?
Despite many organisations having engagement as one of their top priorities there hasn’t been a significant shift in global scores since 2009. Many employees acknowledge their organisation has a focus on wellbeing but don’t see it addressing their frustrations or the real causes of their disengagement
In order to reverse this crisis, most companies try to support the health of their employees, however, their focus is in the wrong place - they provide free fruit, energy foods, a subsidised gym and other perks, organising employee events, a day of activities, mindfulness or resilience training. Sounds familiar?
What are the top performing companies doing differently?
To improve engagement, top performing organisations look to develop their Managers competence. Great managers that understand human nature - how to motivate, and inspire diverging needs of people - need to be put into management roles at every level of the organisation. It is the environment they create that impacts the wellbeing of employees and ultimately transmits to the bottom line. They provide the foundations of any great place to work.
At Wellbeing Accelerator, we work with companies developing their managers to become leaders in workplace wellbeing and share their knowledge. We believe in addressing the causes of poor workplace culture rather than the symptoms. To do this we start with an initial audit that identifies the specific causes of workplace stress, including gaps in management competencies.From this benchmark we identify the specific causes of poor workplace culture.
From there we create a bespoke plan from the foundations up, to create the Best Employee Experience – or as we call it well-BEE-ing.
If you want to know more about putting long lasting foundations in place to implement workplace well-BEE-ing in your organisation get in touch now.