The Business Case
- Richard Harris
- Jul 13, 2022
- 2 min read
Engagement Earns
Creating highly engaged employees and teams is the metric that makes all the difference.
Gallup's most recent meta-analysis -- a study of many studies -- on team engagement and performance includes employee engagement statistics accumulated over the past three decades.
The study covers more than 112,000 teams -- over 2.7 million employees -- in 276 organisations across 54 industries and in 96 countries.
When Gallup analysed the differences in performance among business/work units, the benefits of employee engagement were clear. Those in the top quartile on employee engagement significantly outperformed those in the bottom quartile on these crucial performance outcomes:
Managers Matter
70% of the variance in team engagement is determined solely by the manager.
Employee engagement should be a manager's primary role and responsibility.
Managers are the primary agent for ensuring that employees know what work needs to be done, supporting, and advocating for them when necessary, and explaining how their work connects to organisational success.
To succeed in that responsibility, managers need to be equipped to have ongoing coaching conversations with employees.
Unfortunately, most managers don't know how to make frequent conversations meaningful, so their actions are more likely to be interpreted as micromanaging without providing the right tools and direction.
And right now, British business leaders are falling behind their American counterparts on providing these assurances for their employees.
35% of U.K. employees strongly agree that their employer has communicated a clear plan of action in response to the coronavirus, compared with 50% of U.S. employees.
27% of U.K. employees strongly agree that their company cares about their overall wellbeing (down from 41% in 2019), compared with 51% of U.S. employees.
28% of U.K. employees have confidence in the leadership of their company to successfully manage emerging challenges (down from 35% a year ago), compared with 38% of U.S. employees.
Employees who don't trust their employers are not as likely to be engaged. A 2019 Gallup analysis found a correlation between U.K. workers' engagement and their trust in leadership and management -- more trust equaled higher engagement.
And employee engagement, or the lack thereof, also affects workers' productivity and performance outcomes.
Performance-Focused, Development-Driven Culture
We know that highly engaged teams perform to a higher level than those that are disengaged – that should not be a shock or a surprise. However, we have also come to understand that in the face of adversity (recession), highly engaged teams outperform their usual high levels of performance, and the disengaged teams perform to an even lower level.
Our partnership with your business will create the sustainable model for managers, and their teams, to build a High-Performance, High-Development workplace culture - driven by engagement[1].
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