Volume 2 Issue 2 September 2019

Page 24

   

 THE VALUE OF ENGAGEMENT 

   

   Engaged employees drive performance. More value can be captured when you  engage customers, partners, suppliers, board members, volunteers and others.  Greg MacGillivary  Canadian Employee  their work and the work of their team and Engagement  organization has purpose. They care and  Statistics1: because they care, they contribute real  discretionary effort. They do more than is

asked or expected or them, they take personal

20% of employees are engaged.  responsibility without making excuses, they Having a positive emotional  work overtime when needed and they always connection to their work and others,  they gladly contribute discretionary treat those they serve like gold.  effort to improve their organization.  Employee engagement is more than  employee happiness as happy employees 66% of employees are not engaged.  are not necessarily productive employees. Emotionally checked out, they  It is also more than employee satisfaction just show up. With little interest in  as simply satisfied employees are less likely improvement, they do the minimum  needed in order to be paid. to go the extra mile and may even leave an 14% of employees actively sabotage your organization. They undermine  others and poison your culture. While it may be difficult at first, some may still be able to positively respond to employee engagement, employee development and strategic initiatives.

organization for just a small bump in pay. Engaged employees are emotionally invested - they genuinely enjoy being at work - they  are productive, innovative, creative and entrepreneurial. They care, are loyal and consistently create value.

What Does an Engaged Employee Look Like? In the What is Employee Engagement? article in Forbes magazine, Kevin Kruse defines employee engagement as the emotional commitment that a person has to who they work for, who they work with and who they serve. As humans, we are wired to care about something more than just ourselves. When people care, engagement grows. Engaged employees don't just work for a paycheque. They work because they believe 24 // Community Now!

Disengaged Employees & What They Cost You Disengaged and actively disengaged employees may be unhappy, hostile or even sabotage your organization. They show little concern for how they relate to others, complain frequently and show little interest in solutions. Disengaged employees lack initiative and show little interest in their personal growth or development. They rarely help others succeed. They feel little purpose in their work or in what their team or organization is trying to achieve. Like bad apples, disengaged employees can spoil your culture and stop your strategy dead in its tracks.


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