To Engage Is To Power Organizational Engines

 

Reduce Attrition. Increase Engagement.

Mettl is India’s fastest growing talent measurement organization, specializing in the creation of customized assessments across 30+ industries.

10

January, 2017

Growth Strategies
Marketing
Entrepreneur

Filmmaker, and comedian Woody Allen once said: “Eighty percent of success is showing up.” That may have been true 20 years ago, but today, no longer is the mere existence of a stellar team enough to make a business run a well-oiled machinery

In an age, when business, competition, and even head-hunting takes place at an international scale, an organization is better placed with one enthusiastic, and motivated employee, over five disengaged ones who contribute nothing but wasted resources.

Disengaged employees, in the best case scenario, result in high turnovers, or worse, continue to stay on, costing the business in several direct and indirect ways. An underperformer can impact the overall morale of your entire team, especially if they have to make up for the mistakes on the one person who couldn’t perform.

Beyond affecting immediate co-workers also, low employ- ee engagement has other financial ramifications. According to the Gallup organization, the cost for keeping actively disengaged workers over a five-year peri- od was approximately $300 billion in lost productivity and employee performance. Additionally, in 2012, a study by Robert Half international found that supervisors spent over 17% of their time – nearly one day in a week just overseeing poorly performing employees. Clearly, corporate organizations are in a bleak situation as far as employee engagement is concerned. A Tower-Watson study concluded that only about 15 percent of employees were fully (actively) engaged; 65-70 percent of employees were moderately engaged, while 15 percent were totally disengaged.

Today’s employers are better placed to source and recruit these ‘elusive unicorns’

Given the low levels of highly engaged workers, it is essential for companies to understand the factors that drive sustainable engagement. Some of these include, but are not limited to:

  • Relationship with immediate coworkers & supervisor
  • Pride in working for the company • The variety of skills that an employee gets to employ in the role
  • How important the employee believes their position is in the company
  • Being matched to the right job, and thus job satisfaction
  • Having a clear understanding about the desired outcomes for their roles
  • Having enough opportunities to learn and grow

Traditionally, the only way to know how these factors are influenced has been through direct conversation with the individual in question. However, not everyone can be upfront, nor honest while talking about their emotions. The factors related to engagement are driven in large part by attitude of an individual, and thus the most effective method in measuring the gaps required to increase engagement is found to be assessments that measure the emotions behind a person’s actions.

Once again, psychometric assessments help in understanding where the employee stands vis-à-vis his expectations from the company. There are tests specifically designed to measure stress levels, motivation levels, leadership attributes, and others, that cater to specific personality traits of an individual and thus can help in mapping the cause for disengagement. For eg. Some individuals yearn praise or recognition for their work more than they value monetary appreciation.

A motivation test can point this out to a manager, thus alerting him to the need for using suitable recognition for the employee. By peeking at what goes on under the human bonnet, employers can compare one individual’s performance with that of other’s and know what the relatively strong and weak areas are within one person.

Employee engagement is important to an organization from perspectives beyond making employees go that extra mile. It also helps organizations to plan individual and team performance appraisals, helps reassign people to roles that are better suited to their personalities, and above all, helps a company create tailored learning and development modules that can cover areas of deficit for each employee.

 

Today’s employers are better placed to source and recruit these ‘elusive unicorns’ given that they have social media and varied technologies at their disposal. Getting to these persons is now a cake-walk or as we have said – as fluid and lucid as the movement of a slow dance!

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Summary
Article Name
Employee Engagement: To Engage is to Power Organizational Engines
Author
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Mettl