Management

EMPLOYEE ENGAGEMENT

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Woody Allen, comedian, screenwriter, and director, once said: “Eighty percent of success is showing up.”
If this was ever true, it certainly isn’t anymore. Success today requires a good bit more than good attendance. Yet, multiple studies in different countries and across industries show that employees who are passionate about their jobs and the organizations in which they work are in the minority. DDI’s own research reveals that only
19 percent of employees are highly engaged. The Corporate Executive Board, looking at levels of engagement across 50,000 employees around the world, placed only 11 percent in what they dubbed the “true believer”
category.1 Towers Perrin’s recent “Talent Report” is slightly more optimistic, finding just 17 percent of the
35,000 employees surveyed to be highly engaged.2
So, what about the rest? Depending on which study you read, anywhere from 40 to 70 percent of employ-
ees can be classified as neutral, middle of the road, or agnostic. Worse yet, an alarming 10 to 20 percent
of employees are actively “disengaged”—just putting in their time or, worse yet, undermining or badmouthing
their organizations and bosses. The economic impact of low engagement can be staggering. For example,
Gallup estimates that unengaged workers in the United Kingdom cost their companies $64.8 billion (U.S.)
dollars a year.3 And, the United Kingdom is far from the worst. In Japan, where only 9 percent of the work-
force is engaged, lost productivity is estimated to be $232 billion each year.

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Publisher

: ., 2015

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1-24

Language

English

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NONE

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Subject(s)

EMPLOYEE ENGAGEMENT

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