Gallup came out with a study this year, State of the American Workplace, that they say identifies trends in employee engagement. Different blogs have picked up on different sections of the report. One blog echoed a report finding about working remotely, noting that engagement goes up to a “high” of 35% when people are allowed to telework up to 20% of the time.
So . . . yay? That particular glass looks more than half empty to me.
In Gallup’s terms, the remaining 65% is made up of “not engaged” (putting in the hours, but not making extra effort or feeling the love) and “actively disengaged” (taking action to undermine others’ team or individual contributions). Sixty-five percent.
Companies have probably resigned themselves to a one-third level of engagement as a matter of pragmatism—they probably also figure things aren’t much better at their competitors. But that resignation leaves money on the table, not to mention keeps the business open to a whole range of considerable risks.
Gallup’s particular tack to addressing this is to focus employees on the customer experience and building the brand of the business. I’ve seen this work, sadly with greatest effect in disaster remediation: when the whole business rallies to salvage a large-customer problem with accelerated effort, urgent teaming, milestone rewards. Nothing like a crisis to focus the mind.
And the overall impetus to better engage workers with the business is directionally correct. But using this approach alone risks missing some of the underlying dissatisfaction and looking like you’re papering over real problems with a veneer of “just work harder.” I’ve always found it helpful to sort dissatisfaction into higher-order and lower-order issues:
My theorem of employee satisfaction is this: People will believe in your efforts to resolve higher-order problems if you have methods to resolve lower-order problems at the same time. Put another way, as a communicator nothing is worse than trying to serve the needs of senior management who want to communicate the urgency of a business case when no one is remediating the basics of the employee value proposition.
One of the best parts about being a business communicator is the opportunity to act as a bridge between employees and management, because both of those groups think they know more about the other’s situation than they really do. Good communicators have a gut feel about what will fly and what won’t—and they also know when communications alone won’t solve underlying situational problems.
Nobody should be satisfied with 35% engagement. How could your business learn what it “doesn’t know it doesn’t know” when it comes to energizing employee’s contributions?
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