Key points
HR consultancy Towers Perrin surveyed 15,000 employees and found just 15% ‘fully engaged’, defined as freely and continually giving extra effort. They found more – some 20% - were going through the motions or ‘disengaged’, with the remainder ‘moderately engaged’. They described the influences on engagement as:
- Leadership and management effectiveness
- Personal effectiveness: employees’ need to feel competent, challenged and in control
- Organisational effectiveness: aspects of the company's face to the market and its internal environment
The Corporate Leadership Council describe employee engagement as the ‘third leg of the stool’, alongside the recruitment of high calibre talent and supporting people with the resources, information, and experience they need. From US studies, they argue that engagement strategies can lead to improved performance of up to 20% and a reduction in staff turnover of 10%. Melcrum, another HR consultancy, found 36% of companies have a dedicated programme of employee engagement. However, in line with the other studies, only 16% of employees surveyed believe that employee engagement levels are high with their organisation.
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