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The Cost of Employee Disengagement

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Are your key employees fully engaged? 

If your answer is no or you are unsure, consider the cost of disengagement to your organization, and to your bottom line.  Per a recent study by Gallup International:

• In 2008, the typical employee was disengaged from their work approximately two hours per day

• By 2011, the typical employee was disengaged approximately four hours per day

• One disengaged employee can bring down the entire team's productivity by 30%

These are frightening statistics in the global economy where our client's expectations require that "we need to get extraordinary results from ordinary people."   There are many reasons for the spiraling levels of disengagement amongst the workforce, including fear over the current economic environment, too much time spent on the social media, mismanagement, and a lack of feeling appreciated.  Another recent study indicated that because of the economy, many people that are unsatisfied in their current positions have stayed in their jobs even though they are no longer satisfied there.  Actually, four out of five employees are either actively seeking new jobs or are thinking about leaving when the economy picks up. Either scenario is ripe for stress related issues, further disengagement and cost. 

Again, can you afford to let this issue affect you, your employees and the direct cost to your bottom line?  If not you may have to take action.  There are several ways to correct disengagement.  The first is to improve employees' motivation.  This can only be accomplished by thoroughly identifying the underlying issues that are affecting your disengaged employees, a difficult process as you have to look at your organization from the outside looking in.  You may find that either you or your management team is creating a less than satisfactory work environment for your employees to grow, or your organizational culture may be stifling creativity.   If either of these situations is present, you may need either coaching or formal training. 

What we often find is that an organization's hiring practices are outdated and that the "wrong people are hired for the wrong jobs."  The fall-out from these practices result in high turnover, lower engagement, less than satisfactory productivity, poor customer service and overall organizational malaise, especially if your disengaged employees have key positions.  If you find yourself struggling with these issues, you may need to take steps to enhance your job matching process in order to replace those disengaged employees with the "right people in the right jobs."

The keys to effective Job Matching are:

• Understanding the Key Accountabilities of the Job
• Letting the Job Talk
• Eliminating Bias from the Hiring Process
• Creating the Ideal Candidate Form

Previously, the hiring process mainly consisted of collecting resumes, interviewing, and background checks.  Often, people were hired primarily for their technical skills, allowing bias to creep into the interview and hiring process.  Today, companies need people who not are proficient technically, but also fit into the organization's culture.  Effective Job Matching should be based on a candidate's education, certification, salary expectations, behaviors, motivators, professional skills, acumen and experience.

When hiring, keep in mind that your candidates are three dimensional, and that the hiring manager should examine all sides of the candidate to ensure a good fit for the specific job.