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Employee Engagement

Leadership Development, Employee Engagement, Vivid EpiphanyWorld-class organizations have two crucial things in common: They recognize that talented managers are the core of an organization’s success, and they understand and leverage the fact that employee engagement drives performance outcomes. In the best organizations, engagement is a strategic foundation for the way they do business.

Research by Towers Perrin, Gallup, Blessing White and others shows that engaged employees are more productive. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave. An engaged employee feels a part of ownership in the success of the company and they gain satisfaction in seeing their work make a difference.  Contrast this with an employee whose satisfaction is only derived from receiving a paycheck.

The best-performing companies know that an employee engagement improvement strategy linked to the achievement of corporate goals will help them win in the marketplace. Vivid Epiphany believes that engaged employees are essential to first-class operations resulting in greater profitability and market recognition.  The two most significant factors that impact employee engagement are corporate culture and leadership competency.  At Vivid Epiphany, we designed our coaching programs to create inspired people and inspired workplaces.

Engaged employees are defined as:

  • having a sense of ownership in which they want to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole
  • intellectually and emotionally committed to the job they do
  • committed to living by the company’s values
  • demonstrating consistent levels of high performance by giving 110% (what we call “discretionary effort”)
  • developing positive, supporting relationships
  • being clear about the desired outcomes of their role
  • wanting to broaden what they do and build upon it
  • having pride in their work, team and organization

Disengaged employees are the clock watchers who are mediocre their job. They do just enough not to get fired.  They have emotionally and intellectually detached from the job and the company, and in this moment, are only in it to collect a paycheck.  People become disengaged because of emotional pain.  Some come into the organization this way, and their disengagement has become a habit.  Others start out in the organization as engaged and because of their individual supervisor, job environment, and other unfulfilled needs (e.g. autonomy, clear outcomes, etc) they disengage over time.

Actively disengaged employees are a cancer to the organization. Not only do they do the bare minimum to get by, they actively break the spirits of their colleagues with their constant negativity, cynicism, and gossip.

Lack of Employee Engagement Costs the Organization

Leadership Development, Employee Engagement, Vivid Epiphany, Employee RetentionThe vast majority of supervisory relationships between employees and their bosses lack the day-to-day engagement necessary to consistently maintain the very basics of employee engagement.  And yet many companies invest little in the corporate assets that will make them the most profitable – their people.  Here are some statistics:

According to the Gallup Management Journal’s Employee Engagement Index:

  • 29% of employees are actively engaged in their jobs
  • 54% are not-engaged
  • 17% are actively disengaged.

As many as 51% of actively disengaged workers would get rid of their leader if they could, compared to just 6% of engaged workers.  Employees who want to fire their manager not only won’t recommend their company as a place to work to friends and family, only a third said that they would endorse their organization’s goods and services.  Gallup estimates that the lower productivity of actively disengaged workers costs the U.S. economy about $382 billion each year.

A Towers Perrin study conducted in 2007-2008 among 90,000 employees in 18 countries found that companies with the most engaged employees had a 19 percent increase in operating income during the previous year, while those with the lowest levels had a 32 percent decline.  Companies with high engagement had a 3.74% increase in operating margin and a 2.06 net profit margin. Companies with low engagement had a -2.01% decline in operating margin and a -1.38% net profit margin.  Fully half of the disengaged have NO plans to leave the company or are even passively looking for other employment!

In 2004 study by the Corporate Executive Board, engaged employees outperform average employees by 20 percent.  Highly engaged employees are 87 percent less likely to leave their organizations than highly disengaged employees.

So, who do you want working for you?

How to create Employee Engagement

Leadership Development, DFW Executive Coach, Employee Engagement, Employee RetentionAt Vivid Epiphany, we understand the correlation between great leadership and employee engagement.  Simply put, it’s about trust and emotional intelligence.  Our executive and team coaching programs and engagements provide the key competencies for leaders to build trusting environments including:

  • Delivering empowering, brain-friendly feedback
  • Proactively and effectively managing conflict
  • Heightening EQ
  • Creating a vision based on values and purpose
  • Developing and nurturing talent
  • Building the courage and confidence to execute
  • And so much more!!!

Contact us today for more information.

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