The Importance of Employee Engagement

The Importance of Employee Engagement How managers motivate their staff Likelihood of employees leaving* Pay Raises increase performance by 30% 3% are always looking elsewhere Job Redesigns raise performance by 17% 8% are content to stay 33% think they Goal Setting raises performance by 16% might leave Participation in goal setting improves performance by 1% 55% think they will definitely leave The top reason for leaving is that there's no room for advancement. IV WORK 1 in 3 employees are engaged at work. What do un-engaged employees do with their time? Sleep. In a survey conducted by the National Sleep Foundation, almost 30% of workers fall asleep or become extremely fatigued during a work month. Play Games. U.S. workers spend more than half a billion hours every year playing online games at work. Social Media. Social media sites cost employers upwards of $2.25 billion every year in lost BLAH BL AH BLAHE BLAH BLA Socialize. The average employee spends 4.5 AH BLAHE hours a week engaging in water cooler gossip. That's equivalent to a 6-week paid vacation. On average, It will cost an employer 10% - 30% of an employee's gross income to replace him/her. Smoke. On average, employees who smoke are away from their stations 50% more often than their non smoking co-workers. For example, if Unproductive Susan makes $50,00o yearly, it would cost her company $5,000 to $15,000 to fire her, find a replacement, train them, provide benefits, etc. Fact: Trust in executives can have more than twice the impact on engagement levels than trust in immediate managers. 52% of employees trust their organization's executives. What drives perceptions within a company: 43% of engaged employees know their managers as people. • Management is approachable, easy to talk with. 87% of engaged employees trust their managers. • I am given the resources and equipment necessary to do my job. • Management keeps me informed 57% of unengaged employees don't. about important issues and changes. So how do I engage my employees? Everyone in the company is given a slice of the responsibility pie. It's a matter of properly identifying each employee's role as a part of the greater whole, and instilling accountability to perform these roles. On the Executive Level: Executives have significant influence on the engagement levels of everyone in the company. Trust. Executives need to speak with passion about engagement and business results, but if they don't have the trust of the workforce, their messages will be lost or twisted. Communication. This needs to be a priority, in frequency, appropriateness and depth (the "what" and "why"). Culture. Executives must be diligent in holding themselves and their peers accountable for building a culture that fuels high performance and engagement. On the Managerial Level: Managers represent a key leverage point in helping individual employees align with and commit to the objectives of the organization. Coaching. The effectiveness of a manager is measured by not only what they do, but how active they are in the growth of their staff. Relationships. Employees must trust in their managers' ability and character - and understand their personal motivations. This is achieved through building relationships. Dialogue. Managers should get to know their staff. They need to understand not only their special talents as individuals, but also their unique engagement drivers. What works for Peter may not work for Paul. On the Individual Level: First and foremost, the individual employee needs clear direction on what the organization is trying to achieve. Ownership. Managers can coach their employees on how to achieve organizational and personal goals, but the employees themselves must own the roles they play. Clarity. The executives can communicate strategy and set the tone, but it's up to the individuals to make sure they are clear on all concepts and initiatives. Action. The ideal employee will understand his/her own individual values, interests, talents and aspirations, and find a way to use them to benefit the company. NBRI has more thant 30 years of experience in conducting scientific, psychological research for businesses. Equipped with thousands of pure, concise and actionable survey questions that have been used by millions of people worldwide, we've identified the issues that are universal to all organizations. Get your facts from www.nbrii.com National Business Research Institute, Inc. Sources: http://www.nbrii.com/about/ http://www.blessingwhite.com/content/reports/blessingwhite 2011 ee reportpdf http://abcnews.go.com/GMA/JobClub/sleeping-job-employers-tired-workers-power-nap/story?id=11659597 http://www.allbusiness.com/human-resources/employee-development-employee-productivity/528124-1.html http://www.allfacebook.com/facebook-lost-productivity-2009-12 http://www.businessknowledgesource.com/health/are_your employee smoke_breaks_costing_you_money_025926.html http://www.andrewjensen.net/do-your-employees-waste-time-on-the-internet/ http://callthetime.blogspot.com/2010/09/time-theft-and-web-based-time-and.html http://peninsulatime.com/time theft.htm http://www.nbrii.com/ (800) 756-6168 HHI D00