The Truth About Employee Engagement Workshop

Higher levels of engagement are strongly related to higher levels of innovation. 59% of engaged employees say that their job brings out their most creative ideas against only 3% of disengaged employees. (Gallup)

Based on survey findings from approximately 1,500 managers throughout the UK, where respondents identified the prevailing management style of their organization as innovative, 92% of managers felt proud to work there.

From 2008 – 2009 the numbers saying their manager supported new ways of doing things declined from 51% to 40 per cent; the numbers reporting that managers were encouraging them to develop their own ideas declined from 51% to 43%; and those reporting their manager encouraged them to try new ideas out declined from 48% to 38%. (CLC Research)

Only 29% of UK employees believed their senior managers were sincerely interested in their well‐being; only 31% thought their senior managers communicated openly and honestly; only 3% thought their managers treated them as key parts of the organization and no fewer than 60% felt their senior managers treated them as just another organizational asset to be managed. (Towers Watson)

Only 51% of staff felt they were involved or consulted on decisions that might affect their work area, team or department; only 27% thought senior managers involved staff in important decisions. (NHS Survey)

Only 40% of employees are satisfied with relations between managers and employees in their organization. (Kingston Business School)

39% of employees feel senior management does not exhibit attitudes and behaviors that reflect they care about the wellbeing of their employees. (Towers Watson)

75% of people voluntarily leaving jobs don’t quit their jobs; they quit their bosses. (Roger Herman)

Worker satisfaction. Research conducted by Time magazine in 2010 indicated that less than half of American workers (45%) are satisfied with their jobs. This is the lowest percentage since 1987 and is an indication that U.S. employers have a lot of work ahead of them to undo the effects of the economic downturn and deteriorating employee attitudes.

Turnover. According to a Gallup poll, companies with large numbers of dissatisfied workers experience greater absenteeism and lower productivity. The most telling figure was the amount of turnover these employers experience which was 51% higher than their peers. Effective engagement strategies should target on-the-job satisfaction as a way to reduce turnover and maintain smooth workflows.

Job security. More than half of U.S. workers feel their jobs are less secure now than they were a year ago. Approximately 70% of workers who feel their jobs are secure report happiness at work, but half of the workers who feel their jobs are in jeopardy are dissatisfied with their jobs. The takeaway from these statistics is that job security and employee satisfaction are connected, even though many workers are only hanging onto their jobs for a paycheck.

Higher employee engagement resulted in a 50% reduction in reportable accidents from 18% to 9% over a two year period. (Babcock Marine Clyde)

More than 66% of those managers who reported that they were motivated at work also claimed high productivity levels (defined as more than 90%). Only 15% who were motivated experienced low levels of productivity (defined as less than 70%). (CMI)

Those companies with a highly engaged workforce improved operating income by 19.2% over a period of 12 months, whilst those companies with low engagement scores saw operating income decline by 32.7% over the same period. (Towers Watson)

Engaged employees in the UK take an average of 2.69 sick days per year; the disengaged take 6.19. (Gallup)

Retirement worries loom large. Only 43 percent of employees say they’re doing enough to prepare for retirement. That’s down from 47 percent in 2005.

Benefits programs don’t get the raves they once did. Some 68 percent of employees.

Health care in particular is seen as less generous. Only 59 percent are satisfied with their health benefits, down from 66 percent.

Pay isn’t great either. Just 53 percent are satisfied with their base pay, down from 58 percent in 2005.

Companies with high levels of employee engagement improved 19.2% in operating income while companies with low levels of employee engagement declined 32.7% (Towers Watson)

If organizations increased investment in a range of good workplace practices which relate to engagement by just 10%, they would increase profits by $2,400 per employee per year. (IES/Work Foundation Report)

Increased employee engagement was accompanied by a 12% increase in customer satisfaction and significant double-digit revenue and margin growth over the past three years. (Serco Study)

Engaged organizations grew profits as much as three times faster than their competitors. They report that highly engaged organizations have the potential to reduce staff turnover by 87% and improve performance by 20%. (Corporate Leadership Council)

A 1% increase in employee commitment can lead to a monthly increase of 9% in sales. (IES)