Engaging on Employee Disengagement
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Transcript of Engaging on Employee Disengagement
Fostering public service excellence through fully engaged employees and
committed, purposeful leadership
Passionate Public Service® Public sector talent development solutions
Engaging on Employee Disengagement
Federal Worker Satisfaction and Commitment at Lowest Levels Ever
Source: Partnership for Public Service
57.8%in 2013
Survey response rate was up slightly from 2012 . . .
Source: Office of Personnel Management (OPM)
But, only 38% of employees have confidence that anything will be done with the survey results.
38%
Federal Employee Viewpoint Survey (FEVS)
Less than half of all federal employees participated
Source: Office of Personnel Management (OPM)
And, even fewer are overall satisfied with their organizations.
56%
Fewer are recommending their organizations as great places to work . . .
63%
Declining Satisfaction with Organization
Source: Office of Personnel Management (OPM)
While sequestration and budget uncertainty have played a role, those aren’t the only issues . . .
Beyond Budget Troubles
Scores on ALL of the Leadership questions decreased in 2013.
Only 41% of employees say leaders generate high
levels of commitment and motivation.
Source: GALLUP Business Journal
Only 30% of American employees are actively engaged at work – this
figure drops to 13% for all employees worldwide.
Of the other 70% of American employees:• 52% - Not Engaged• 18% - Actively Disengaged
Three Types of Employees
Disengaged Engaged
Productivity Customer service
orientation Commitment Innovation Retention Resilience
Actively
Disengaged
Likely poor performance
Potential conduct issues
Formal and informal complaints
Interference Resistance
Engagement Impacts
Ideas for Positively Impacting Employee Engagement
“The greatest asset of any nation is the spirit of its people, and the greatest danger that can menace any nation is the breakdown
of that spirit – the will to win and the courage to work.”-- George B. Cortelyou
First Secretary of Labor and Commerce, 1903
3
Engagement is subjective and begins with a single employee.
Gaining a better understanding of what motivates people supports managers in better managing and leaders in better leading. One size does not fit all all, nor does one style suit all. Be intentional about discovering what works and diligent and flexible in applying what you discover.
1st
That which we feed grows, so be intentional about your focus.
Authentically modeling and rewarding desired organizational behaviors are exponentially more effective at bringing about change than highlighting or emphasizing undesirable behaviors. And, actively engaging all levels of the organization in identifying and defining desired behaviors can create a culture of shared accountability and foster active engagement.
2nd
Acknowledge what you’ve heard and commit to act.
Employees are experiencing survey fatigue and have little confidence that managers are even listening (reading). Finding constructive ways to engage on what employees are sharing will positively impact the usability of the information they share and their continued willingness to engage.
3rd
Five Actions for a More Engaged Workforce
Engaged Employees
Leverage employees’
perspectives.
Focus at the work group
level.
Select the right
managers. Coach and then hold managers
accountable.
Weave engagement
into daily interactions.
Additional Ideas for Managers
Benchmark and review results
annually – trends matter.
Compare results to relevant comparison groups for context.
Leverage other feedback
sources for more holistic view.
Not engaging is not an option . . . and, how you engage matters.
BE INTENTIONAL.
Pivotal Practices Consulting LLC“Organizational Consulting for Sustainable Performance Excellence”
Please be in touch if we can support you in enhancing your organization’s engagement levels. We offer consulting, coaching and team engagements targeted to sustainable performance excellence.
(301) 220-3179 [email protected] emailwww.pivotalpractices.com