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An Employee Engagement Report by global
consulting firm BlessingWhite indicates that even though most employees
express positive feelings about their work, their employers, and their
managers, less than one-fifth are fully engaged in their work,
according to an announcement regarding the study.
"Engaged
employees are not just happy or proud. They are what we call ‘enthused
and in gear,' focusing their talents to make a difference in their
employer's success," explained Christopher Rice, BlessingWhite
president and chief executive. "We found that only 18% of survey
respondents had all the pieces of this engagement puzzle in place."
An Employee Engagement Report by global
consulting firm BlessingWhite indicates that even though most employees
express positive feelings about their work, their employers, and their
managers, less than one-fifth are fully engaged in their work,
according to an announcement regarding the study.
"Engaged
employees are not just happy or proud. They are what we call ‘enthused
and in gear,' focusing their talents to make a difference in their
employer's success," explained Christopher Rice, BlessingWhite
president and chief executive. "We found that only 18% of survey
respondents had all the pieces of this engagement puzzle in place."
According
to the announcement, lack of alignment is a primary reason for so few
employees being fully engaged. "For the third year in a row, our
results indicate that strategy isn't getting very far out of the
boardroom," Rice said, in the announcement. "Although more respondents
this year indicated that their organization's strategy is well
communicated-41% versus 33% in 2005-only 19% indicated that they
believe daily work priorities are linked to a clearly communicated
strategy. Our findings suggest that a lot of well-meaning, hard-working
employees are spinning their wheels on work that may not matter much to
their employers. Sooner or later, their attitude will take a nosedive
or they'll burn out."
This year's
report also indicated that more than two-thirds of employees do not see
visible actions by their employers to increase employee engagement.
"We're not suggesting that organizations implement workforce
initiatives emblazoned with ‘engagement' in neon letters," said Rice.
"There is evidence, however, that if leaders begin talking about
engagement or conduct employee engagement surveys, they need to be
vigilant in helping their workforce understand what's happening as
follow-up."
In addition to these
findings, the report includes recommendations for driving
organizational clarity, tapping into the self-interests and motivation
of individual employees, and helping managers link business imperatives
with employee needs, according to the announcement.
www.blessingwhite.com
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