Various studies have pointed to the fact that engaged employees (an index that measures the ability of the employees to bring their best self to work) is now a business imperative. It can directly be linked to turnover, performance outcomes, customer satisfaction levels and overall profitability.
Only one in eight employees worldwide feels psychologically connected to their jobs and are likely to make a positive contribution to their workplace. This translates to approximately 87% of employees worldwide not being engaged or being actively disengaged (source: State of the Global Workplace – Gallup 2013 survey). This is certainly alarming and companies worldwide have understood that they have to actively work at ensuring employee satisfaction and happiness at the workplace. However, only 52% companies are doing anything about it and a large majority find it an overwhelming challenge (source: Hemsley Fraser, 2008 cited in The HR Director, 2008).
A major reason for this is thought to be the uncertainty faced by companies on how to enable conditions that encourage employees to be engaged.
One of the biggest challenges faced by businesses has been the inability to translate board room visions into front line actions. Businesses that have done this well have one commonality – an engaged team.
Engagement can effect employees turnover, attitudes and absence. Individual performance is closely linked to overall performance of the company. Building a culture that enables employees to engage with their work, ensures that the staff are willing to go an extra mile and achieve better performance.
This is a huge topic with some very important insights so we have written an extensive research paper on why engagement is important, and how to keep employees engaged.