More than 50 percent of employees are not engaged at work—and nearly 20 percent are actively disengaged. The cost of all this disengagement: about $300 billion a year in lost productivity.
—Daniel Pink, author of Drive: The Surprising Truth about What Motivates Us
Large or small, start-up or well-established, you are seeking a competitive advantage and a clear path to achieve your mission. Research consistently shows that organizations with a highly engaged workforce are surging forward in every category that matters:
• Employee productivity
• Positive culture and communication
• Outstanding leadership
• Unparalleled customer loyalty
• Talent retention and succession strength
What Does a Typical Program Look Like?
While each of our Elevations for Organization programs are customized, we do have a structure we typically follow. Here’s how it works:
Step One: We administer the Elevations For Organizations instrument to intact teams or mixed groups of employees, usually not more than twenty in a cohort. The assessment profiles the intrinsic motivations and behavioral strengths of each employee. It takes about 15 minutes to complete and provides personalized reports with customized developmental tips.
Step Two: We deliver a half day or full day workshop reviewing the results in the assessment in a dynamic, experiential format. Content regarding communication, team functioning, collaboration and effective leadership can be integrated depending on the needs of the group.
Step Three: We conduct one-on-one confidential coaching sessions focusing on the individual’s developmental needs and performance goals. This level of personal attention is often overlooked. We feel coaching is the key to unleashing engagement at every level in the organization.
Step Four: The ending is the beginning. We assemble the cohort for a final “launch” meeting to discuss the progress that has been made at both the team and individual level. We set intentions to continue growth.
Curious About the Research Supporting the Value of Employee Engagement?
According to BlessingWhite’s 2011 Employee Engagement Report:
• Trust in executives appears to have more than twice the impact on engagement levels than does trust in immediate managers.
• Executives appear to struggle with key leadership behaviors correlated to engagement.
• Managers are not necessarily doing the things that matter most. The actions most correlated with high engagement are not always the ones that receive the most favorable ratings.
• Engaged employees plan to stay for what they give; the disengaged stay for what they get. 31% of employees are reportedly engaged (loyal and productive), 17% disengaged (unproductive) with the remaining 52% are just putting in time.
• Engagement levels may actually decrease when engagement surveys are given without visible follow-up action, suggesting that organizations should have a follow-up program in place before introducing engagement surveys.
• So how do you motivate the 67% of actively disengaged “just putting in time” employees to be more loyal, productive and profitable? No matter where you are on the spectrum of creating a high engagement culture for your organization, it’s often helpful to get an objective, outside perspective to help you get started.