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Engaging for Performance
Engaged employees come to work every day feeling a connection to their organisation, have a high level of enthusiasm for their work and consistently produce at high levels.
Engaged employees average 27% less physical absenteeism than their peers. Engaged employees have also been found to stay with their company longer, thus reducing turnover and saving companies appreciably in recruitment and retraining costs. Moreover, engaged employees are 87% less likely to leave a company.
Once engaged, an employee’s willingness to go above and beyond the call of duty increases by 57%, resulting in a 20% increase in individual performance improvement. Additionally, engaged employees have been found to have fewer accidents on the job, significantly reducing worker compensation claims and associated legal fees. Engaged employees also positively affect the experience of customers and co-workers.
Finally, results indicate that organisations with highly engaged employees achieve seven times greater 5-year Total Shareholder Return than organisations whose employees are less engaged.
In February 2009 Fiona Smith reported in the Australian Financial on the most recent (till then) Gallup poll of 1000 workers. The poll showed 79% of Australian workers as either not engaged, or actively disengaged. These levels of disengagement have been estimated to stifle Australian business productivity to the tune of $33.5 billion
Employee Engagement Management Tool
Employee Engagement is a human process, not a point on the landscape. Organisations failing to understand this attempt initiatives that are doomed to failure, since the organisation is simply not yet ready.
ICM provides a clear understanding of the requisite conditions necessary for employee engagement to occur, and the tools and methodology to enable you to manage this critical aspect of business performance.
Traditional Methods don't Work
It’s time to move beyond the traditional mechanistic theories about engagement and motivation. Employees were once presumed to have their energies stored and available if only the correct combinations of motivational techniques, job characteristics, reward systems and goals are established for individuals. It’s time to treat employees as partners in our enterprises.
It's not about Forcing
Employees don't want to be disengaged, disinterested, bored, frustrated and often angry. The key is to remove the blocks to engagement, not to push people over some imagined line. ICM provides the tools the help people understand the blocks and how to remove them.
The payback is PHENOMENAL.