The Hidden Powers Of Coaching

By Ganpy

Corporate Coaching is highly under utilized. Why is it important?

Coaching

If you look around, you will see how the role of coaches is very well understood in the world of sports. Athletes recognize the significance of the roles played by their coaches at various stages of their careers. A great coach is needed in order to help you reach your maximum potential, no matter which sport you are in. And in the process, the athlete not only strives to reach his/her maximum potential but also gains self-confidence and ends up improving overall performance.

But when it comes to the corporate world, why is it hard for us to find similar examples of organizations having come to similar realizations? There are some companies that have understood the value of coaching, but even where the value of coaching is understood, it is often provided only at certain levels. Executive coaching and Leadership coaching are the two most commonly invested coaching functions in corporations. However, this is a flawed understanding of the role of coaches in the corporate world.

Coaching is essentially a conversation or exchange of thoughts/ideas, structured in a formal way in order to focus on what really matters to the employee and to the employee’s relevance to the organization. This is why coaching should happen at all levels, and not just at the executive or leadership levels. Coaching is supposed to get down to the deep end of the problem, i.e. to the core of the issue.

Coaching sessions can be built in many ways:

1) Manager -> Employee
2) Peer -> Peer
3) Peer -> Peer (across departments)
4) External -> CEO

Coaching programs should be well structured and scheduled. In many ways, Coaching can be considered a new way of employee training, but with an individual focus.

Unlike the executive coaching sessions, which were originally designed to deliver specific measurable results through specific targets and goals, it is important to note that corporate coaching has been shown to have a much bigger ROI than the regular corporate training.


What Is Corporate Coaching?

Corporate coaching is not a form of classroom learning like typical training programs. Corporate coaching is motivational, and it strives to inspire employees to reach specific goals. This type of coaching focuses on the individual, their happiness, and what they can do to help the company be successful.

A good corporate coaching session teaches employees to maximize productivity (hence profits), without being too forceful on any other people who may work with them. An ideal structure of corporate coaching results in top-down absorption. When it works from the top-level, it changes the way an organization operates. Once executive leaders of the organization start acting differently, then the changes from the top work their way down. Needless to say, this results in organization changes.

What Corporate Coaching Is Not

Corporate coaching is not life coaching, however close it may sound like. Corporate coaching teaches strategies and tactics geared towards tangible improvements/goals. Since every organization is different, the coaching structure is never set in stone. Corporate coaching methods are not a one size fits all solution for problems. Everyone is different, and so are the answers to the problems each organization tries to solve.

Why Executive Coaching is important?

Corporate coaches help executives reach high levels of excellence. And typically the coaches for executives are external coaches. The most effective way of coaching starts from the top and it should work its way down, for transformation to start from the top and migrate to the bottom. Corporate coaching can transform an organization’s performance by strengthening executive talent. Improving executive talent improves performance by enhancing leadership strengths that coincide with business goals.

Team Development

Best successes are attained when team development starts from within – inside out. Corporate coaches believe that members of a team intrinsically know the problems a team is facing, and hence they often are the best suited to offer solutions and ideas.

A corporate coach tries to bring these problems to light by encouraging team members to speak up about problems and creating a safe environment where differences can be discussed. These can be achieved through various means. Personal meetings, workshops, seminars, webinars, online tools, etc. Corporate coaches design and administer surveys/feedback lists to analyze team data for strengths and weaknesses to identify where developments need to happen. A corporate coach will teach leadership, corporate culture, communication and working relationship management.

As it is hopefully clear by now, corporate coaching has always remained important, but it’s just that more and more people are beginning to identify with it and understand the significance of it, of late.

We will talk in detail about how to go about building a strong and an effective coaching culture in another blog post.

How to handle haters at work?

By Ganpy

How to handle co-workers who don’t like you or make it difficult to work with?

The topic of this blog post is sort of ‘on your face’. In other words, it doesn’t try to sugar coat the gist of what it wants to say and that’s the idea.

Often, you have supreme confidence on yourself and your own likability. You think everyone should like you and you easily dismiss the idea of anyone finding it difficult to work with you. Because you are that good. You pride yourself of the fact that you rarely or never have conflicts at work.

And then one day everything changes. You have a new co-worker. He or She is assigned an adjacent cubicle. And for some inexplicable reason, he/she just seems to absolutely detest you. He/She doesn’t hold punches when it comes to refuting or counterattacking your point of view in a meeting, or doesn’t hide his/her contempt when you present a new idea, etc. This colleague avoids you at all costs and you get the feeling that he/she may even be hatching a plan to work against you behind your back to get you out of there.

As far as you know, you haven’t done anything in particular that would have irked this colleague. You have no inkling as to why this colleague may be on what seems like a personal mission to go after you. Why does he/she hate you?

And more importantly, how can you make him/her your friend?
Can you?
Should you?
The answer is never simple, and it depends on many factors.

Yes, it’s human nature to want to be liked by all, to be precise, well-liked by all. A work environment where everybody gets along perfectly well with everybody else is an utopian office. Doesn’t exist. So, more often than not, learning to work effectively with colleagues, even when they aren’t your thickest fans or friends is crucial to productivity and overall success.

When you are in a hostile work situation like above, here are some tips/steps that you can incorporate in your day to day working mode, to see if they help make a difference. They are not necessarily an exhaustive list. But some sort of a guide.

Taking a Step Back

When you find out that someone in your office doesn’t like you, your first inclination might be to obsess over your relationship until you get some answers. What does he or she have against you? Did you do something offensive?

But, as tempting as that analysis might be, it’s best if you step back and take a deep breath rather than immediately springing into action. Remember, nobody can or will blame you for wanting to make sense of the situation. It’s also important to understand that people’s feelings aren’t always logical. If they are, then most conflicts of the world can be resolved logically, to create an ideal world. Can’t they be? So, remember that the reasoning behind this colleague’s negative vibes for you just may never make sense. It’s alright.

Accepting the Fact that There is Someone Who doesn’t Like You

It would of course be great to know that everyone liked you, forever. But that’s not realistic. Think of a most popular person from your local history or world history or from your contemporary crop of icons/heroes/people whom you respect. If you read their life stories, remember, you will realize that they all had their fair share of negativity and criticism lodged against them.

So the best thing you can do for your own sanity and professionalism is to just accept that this person will never be part of your best friends circle and won’t be starting up a fan club in your honor. It’s your responsibility to find ways to collaborate together on day to day work related tasks, without arguments and unnecessary and uncomfortable tension. On top of this, there is really no compulsion for the two of you to be friends outside the office.

The quicker you can come to terms with your co-worker’s dislike, the better off you’ll be. At the end of the day, your goal is your productivity and not earning his liking.

Deciding Your Behavior and Course of Actions

This is the most important phase. That’s to decide whether or not your office situation, aka the tension between the two of you requires further action. Is it something you need to talk over one on one? Or is it better left alone?

Figuring out what types of your colleague’s dislike behavior towards you should make you let go vs which warrants confrontation is tricky. If the dislike behavior includes simple acts like shrugs, making faces, smirks, etc., then may be letting go is not a bad option, because sometimes confronting a colleague could actually make it worse.

On the other hand, if your colleague’s behavior towards is you directly affecting your work, then you might need to take action, that is to speak with him/her in order to clear the air. Try to break the ice by having some simple conversations.

“Hey, xyz! I have been noticing that there is some negative tension between us and I want to understand if any of what I am doing is bothering you. I want to make sure we work together well for this project. Just let me know please..”

It is very much possible that what you are doing (unconsciously and without any harmful intent) may be bothering the colleague. If that’s the case, then clearing the air always helps.

In some cases, your one on one conversations or your attempts to let go off may not be enough. In those situations, you need to talk to your manager about this. Once you bring this to the attention of your manager, then effectively the ball has moved off your court to your manager’s court.

A couple of things to remember as you work through your workplace situation and come up with a plan:

1) You can’t control other’s feelings or actions, but you can control how you react to them. If possible, take the high road and always treat your colleague with respect and integrity. It’s not easy to do so. But if you can, it is a better option.
2) In an ideal world, everyone would adore you and jump with excitement at the prospect of working with you. That unfortunately is not always the case.

It’s unavoidable that there are times in all our careers that we get to work with people who would rather avoid working with us. So, it’s important that we all learn how to handle and cope with such situations, as the real goal for all, including the colleague who doesn’t want to work with you, is really to complete the task in hand successfully.

May be you can put these tips above into action, when you encounter a hostile work environment and focus on getting your work done.

Note: Please read ‘The Benjamin Franklin Effect’, a very interesting and surprising psychology to handle haters (not just workplace, but in general).

Paradise in the making…

By Victor Ruiz

Discovering the key elements and behaviors that contribute to creating strong & cohesive teams, that work together to achieve goals, in a healthy and a happy working atmosphere

Employee engagement can be described in many different ways, maybe as many ways as people attempt to define it. Possibly, all definitions are correct, some may be more complete or accurate than others, but I guess all of them have points in common and they help to understand the concept. If you have been following our blog regularly, I am sure, by now, all of you have a clear idea & understanding about our definition/interpretation of the employee engagement issue.

So, what if we forget about definitions and concentrate on the main objective of employee engagement?

If you have to pick a single objective, what would it be?

I am completely convinced that the answers to this question would be much more similar than the definition of the concept of “employee engagement”.

Recently, Glasswork announced its list of the 50 best places to work in 2017. Based on employee feedback, the ranking includes companies with more than 1.000 employees across the United States, Canada, the United Kingdom, France and Germany. As we read the list, one question comes to our mind. Are there some characteristics shared by all those places?

From a general perspective, we all can agree that the mission of employee engagement is to build the best possible workplace. This seems very simple, but what does it mean? Which elements should work together to build a great workplace? Well, that is the aim of this article, in which I will try to identify those key elements and behaviors that help to create a strongly engaged team, that works together to achieve goals in a happy atmosphere.

Respect and freedom

Where do we start? One of the most important things is to make employees feel important and valued inside the company. If you accomplish this, the game is half won. A good place to start is by explaining employees the mission, vision, values and goals of the company, and especially how would they fit into it. By doing so, managers show their team members, that they are fully conscious of their potential, and that they have a game plan in which employees play an active and strategic role inside the team. It would make them feel like they matter from the very beginning, generating instant motivation. It is also important that the company provides training courses and/or learning programs for employees to show they really care about their professional growth.

Respect and freedom go together as essential in any company that wants to become a great workplace. We are referring to employees sharing their thoughts, ideas and suggestions with absolute freedom. Respect is implicit in this. Engaged employees don’t only want to perform the tasks they are assigned, but also want to participate in the decision making processes of the company. Restricting decision making to the senior or managerial staff is a way of reducing the possibilities of finding good ideas, because they can come from any member of the team. A good company to work must empower employees to be proactive making contributions and decisions.

Freedom also implies information and communication, which should be multidirectional and transversal, working without departmental restrictions, so that all the members of the team are considered to be at the same level. Communication in such environments are enriched due to collaborations with partners from other divisions and/or with other backgrounds.

Team players

In line with this, the concept of ‘team’ is crucial in creating a healthy working environment. Companies should build a culture in which managers and employees have the sense of belonging to a team. Everyone must realize that they are part of a team and they are not just a bunch of individuals. When team members operate individually without connections, each one goes in a different direction and no progress is made. People work better when they help each other, in a collaborative environment and then everybody is involved in making the team grow stronger, playing together, rowing in the same direction. It doesn’t matter who gets credit because all the goals are achieved together as a team.

‘Team’ is a term that we can relate to work, but this is not only about working all the time, so we need another concept to illustrate that other side of the workplace. ‘Camaraderie’ fits very well into it. It is highly improbable to love your work if you don’t have fun at the workplace. Camaraderie is about having fun at work and form friendships with your co-workers, something that happens in an environment, that fosters the conditions for people to be themselves, feel free and share anecdotes, jokes and laughs. Employees should feel at home. This is essential to break the daily routine and have a chance to relax from the stress of the often exhausting workload, as well as to strengthen bonds within the team.

Recognition

Last, but definitely not least, we have a fundamental pillar in workplace environment, recognition. In companies with poor working culture, it is common that employees don’t receive any kind of feedback on their work until they make a mistake. On the other hand, great companies make sure that their employees are recognized for their work.

Employee recognition is a question of pure empathy. Taking into account that your employees are the ones in charge of the success of your business, it is a matter of how important it is in your scale of values. The more you care about your employees, the more you care about your success. Managers must raise awareness of the importance of recognizing the work of their employees. With little effort and no cost, they can achieve big wins if they keep team members motivated and engaged with just a few sincere words of encouragement. After all, maybe the only thing that we seek is to be recognized for what we do. As simple as that.

These are the fundamentals of a good workplace.

Of course, there are many other important aspects to consider, but we tried to keep it as simple as possible just so that we begin with a solid background.

It is certainly not easy to turn a poor or non-existent organizational culture that makes employees want to leave, into a great culture in which people would desire to take part, overnight. It requires time, hard work, dedication and the will to change the core values of the company and instill them in the workforce, but let there be no doubt..

It’s worth the effort! Totally.

HR Tech Conference and Expo – Part 2

By Ganpy

Well, it looks like we are two weeks too late (at least). I had promised that we would report back from the conference the week after the conference. But, better late than never. So here I go.

The highlight of those few days at the conference actually was not anything specific that happened in Chicago but it was us receiving the news that we have been picked as one of the Top 100 HR Tech solutions to look out for by none other than William Tincup of Recruiting Daily. Here is the complete list. Now, this is just a list and we completely understand that. But we also realize that being recognized as a company and as a solution to look out for by an industry thought leader is a huge honor and this we hope will motivate us to seek perfection.

Being in the startup pavilion has its advantages and a few disadvantages as well. The biggest advantage is the fact that we get to share a lot of time with so many new startup entrepreneurs who are so full of ideas and passion in the pavilion. But the biggest disadvantage is that when you have small exhibit table, you could get completely lost and become unnoticeable, in a huge exhibition floor like the one we had in Chicago.

Overall, we had a tremendous response on Day 1 and Day 2, while Day 3 was slow as expected. We also got some good feedback from some of the potential clients who stopped by. Employee Engagement is certainly a hugely talked about topic and issue in the industry right now. More than ever. It also means that there is already a lot of noise around this topic. It could be very hard for a customer to pick up the right message from all this noise.

And that has been our biggest takeaway from the 2016 HR Technology Conference – To be able to fine tune our message so that we can cut through the noise in the marketplace, in order to reach our customers whom we want to benefit from a solution like ours.

Thus begins a new journey for us. One that entails charting out a noise free path with a fine tuned message.

Signing off,
Ganpy.

Some pictures from the conference.

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Newsfeed is the New “Water Cooler”

As we all know, water coolers do more than just cooling water. It’s the place where employees connect and share the latest news – so why not taking this online? Welcome to Cabaana’s Newsfeed!

By Victor Ruiz

When people go to work, they shouldn’t have to leave their hearts at home – Betty Bender, motivational speaker
When people go to work, they shouldn’t have to leave their hearts at home – Betty Bender, motivational speaker

During any regular day at the office, workers need that little moment of breaking away from the workload. Either you call it water cooler or coffee machine, there is little doubt on the benefits of the casual ambiance such a place offers to engagement and productivity, when it is used in a responsible way.

A little chat between peers by the water cooler may be very useful, almost a necessity, when we feel overwhelmed due to the amount of work, but such chats can also be a fantastic way of brainstorming and sharing ideas and information.

For many years, the water cooler has been a synonym for relief and also a symbol of engagement at workplaces, in the sense of breaking up day-to-day monotony and starting a casual chat with your co-workers. Many companies who have realized this have always encouraged such exchanges between its employees because such conversations not only strengthen working relationships, but they even help transform work relationships into personal friendships. Both such relationships (work and personal friendship) help forge stronger bonds that contribute to create a sense of belonging to the company, which will pave the way for the pursuit of common goals.

So many nice stories have been built and told around water coolers. I have mine too, though in my story, the water cooler is substituted by a coffee machine.

Just another water cooler story

Around a decade ago, I was working at a local radio station as a writer and a presenter, but more as a writer. One of my colleagues there was Lucas, a friendly guy and a hard worker with whom I still have a good friendship, in part thanks to memories like this that I’m going to share.

On a cloudy and bleak winter Tuesday morning, our boss at that time, who was the editor of a daily sports news programme, asked us to write a story to connect the different news of that day. Honestly, we had no idea what to write. Due to organizational reasons, our desks were in different rooms, so we accorded to brainstorm individually and then try to share our ideas to check if we could build something minimally “acceptable.”

After half an hour with the mind in a blank state and the pressure increasing, I decided to go to Lucas’s desk and tell him about my frustration. He was in the same situation, so we went to the coffee machine to take a break and try to ease our minds. As you can imagine, we were fed up with trying to build that story, so we began to chat about trivial stuff like what we did the last weekend and shared some anecdotes.

A couple of minutes later we started talking about sports, our shared passion. Then, magic happened. We began to come up with fresh ideas that could be the beginning of the end to our nightmare. Suddenly, we found the way to make that story grow. In what may be considered as an act of superstition, we moved our desks next to the coffee machine. I prefer to see it as a gesture of thankfulness towards that sacred space that gave us the inspiration to finish our work.

I wanted to bring back that little moment of glory just to illustrate how a place like that can contribute to both engagement and productivity.

However, these water cooler moments are usually short. The fact is that we spend most of the time sitting in front of the computer. And yes, let’s admit it..sometimes we waste a lot of time lazing around the internet. This is an issue that brings headaches for the managers quite frequently.

In addition, what happens to remote teams that don’t have the option to share a physical space?

Cabaana’s Newsfeed

Wouldn’t it be great to have a place in the company that joins the best of the water cooler spirit with the possibilities that our technology offers? Why not taking the water cooler online?

One of the features that Cabaana offers is its Newsfeed. It is the application’s main social feed in which posts by all the users are published, as well as any relevant actions or events that happen on the platform. For instance, the creation of new huts, new posts or comments published, the kudos given by other users or obtained thanks to the overcoming of challenges, notifications of new followers, the ‘absence status’ (one of the most useful characteristics to let others know in which place the employee is working, or if the worker is ill or on vacation), notifications of personal data changes, etc.

newsfeed-2

The user must follow other users to see their posts on the Newsfeed, giving sense to the social media concept ‘follower’. Nevertheless, there are exceptions: for example, when private huts are created or when kudos are given privately. In these cases, only the users that have been invited to private huts and those that received private kudos could see the posts.

The main elements of the Newsfeed are the posts, in which there is always the possibility to leave comments and replies. This way, conversations can evolve to different levels. Besides, with the aim of giving emphasis to the posts that become more relevant on the newsfeed, the platform provides a button called ‘heart’, so that the users can show their acknowledgement of certain posts. Posts can be deleted by the admin or by the user himself. Another important feature is that users can upload as many files as they want in the format of their choice (pictures, songs, PDFs, etc.).

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Finally, the Newsfeed is complemented with huts (which we had talked about earlier here), providing a complete project management experience, and at the same time offering a collaboration experience as well, thus increasing employee engagement.

This article is the last one of this series, in which we have shown and explained the different features that Cabaana currently offers for your company/team. We truly hope that you have enjoyed them and that you now see Cabaana as a helpful tool that will make your teams grow and improve.

As Jim Morrison would sing, “this is the end, my friend”… but we are not Jim Morrison, so don’t worry, this is not the end of this journey because Cabaana will continue to add more features with its newer versions.

Stay tuned and See you soon with more interesting topics on Employee Engagement, Happiness, etc.

Employee Engagement: The Ultimate Strategy

Shredding the mother of all employee engagement surveys

By Victor Ruiz

Employee Engagement
Employee Engagement

When people are financially invested, they want a return. When people are emotionally invested, they want to contribute (Simon Sinek) (1)

What about both, Simon?

Anyway, a lot has been said and written about employee engagement. Indeed, it is one of the hottest topics in the current business world. Although there are some discussions focused on redefining the rules of employee engagement(2), a good start point could be the definition of the concept itself.

Among the many definitions that can be found after a quick search, there is one by the CEO of Employee Engagement Network, David Zinger, that particularly sums up the spirit of the concept: “Employee engagement is the art and science of engaging people in authentic and recognized connections to strategy, roles, performance, organization, community, relationship, customers, development, energy, wellbeing and happiness as we leverage, sustain, and transform our work connections into results(3).”

Beautiful.

However, when it comes to measuring the impact that employee engagement has on business, ink dries up and quotes are not so easy to find. Fortunately, recent years have witnessed an increase in the number of studies in this field.

According to a report on this topic from Demand Metric Research Corp(4):

“Yet in many organizations, employee engagement is not a recognized, serious initiative that is viewed as having a measurable return.” This leads to an underestimation of engagement among managers.

To avoid this, how can we translate this philosophy into the managerial universe of statistics, figures and data?

Converting words into numbers

Gallup has been tracking the engagement levels of the U.S. working population since 2000. In 2013, they published the State of the American Workplace(5):

Employee Engagement Insights for U.S. Business Leaders, a comprehensive report which condensed the findings of the study they carried out between the years 2010 and 2012.

The study consisted of 12 key questions asked to nearly 1.4 million employees from almost 50.000 business/work units, statistically calculating the relationship between employee engagement and performance outcomes. They divided workers into three categories: ‘engaged,’ ‘not engaged’ and ‘actively disengaged.’ Engaged employees “work with passion and feel a profound connection to their company”. In the middle of the spectrum, ‘not engaged’ workers are just present, “they are putting time –but not energy or passion– into their work.” Completely opposite to engagement are the ‘actively disengaged’ workers, who “aren’t just unhappy at work; they are also busy acting out their unhappiness.”

The results that the analysis brought are alarming: only 30% of the workers are engaged and inspired in their jobs. This means that 70% of them are either ‘not engaged’ (52%) or ‘actively disengaged’ (18%).

As you can see, the vast majority of U.S. workers are not performing at their best, but what implications does these statistics have for the companies?

Disengagement is costing money

Gallup research found that disengagement is costing the U.S. companies an estimated $450 billion to $550 billion each year in lost productivity, since these ‘actively disengaged’ workers “are more likely to steal from their companies, negatively influence their coworkers, miss workdays, and drive customers away.”

Researchers discovered that companies with an engaged workforce have higher earnings per share (EPS) than the ones with lower engagement levels. In particular, the report states that “organizations with an average of 9.3 engaged employees for every actively disengaged employee in 2010-2011 experienced 147% higher EPS compared with their competition in 2011-2012,” whereas “those companies with an average of 2.6 engaged employees for every actively disengaged employee experienced 2% lower EPS compared with their competition during the same time period.”

In addition, the analysis established nine performance outcomes to study its connection with employee engagement: customer ratings, profitability, productivity, turnover (for high- and low-turnover organizations), safety incidents, shrinkage (theft), absenteeism, patient safety incidences and quality (defects).

Those firms with strong employee engagement proved to have interesting advantages compared to lower engaged companies. For instance, 10% more satisfactory customer ratings, while they experience 22% higher profitability and 21% higher productivity. What is more, they are way less likely to suffer from shrinkage –its rate is 28% lower.
The most engaged companies have lower rates in absenteeism (37%) and turnover (25% lower in high-turnover organizations, and 65% lower in low-turnover organizations).

Engagement also goes hand in hand with an improvement in safety and health conditions. For example, higher engaged companies report 48% fewer safety incidents, 41% fewer patient safety incidents, and 41% fewer quality incidents (defects).
Maybe Gallup provides the most important and exhaustive report connecting employee engagement and business performance, but it is definitely not the only one.

More evidences

In 2012, Engage for Success(6) – a voluntary movement which aims at promoting employee engagement in the United Kingdom– published The Evidence , a paper with the purpose of setting out “the evidence for the effectiveness of employee engagement in raising performance and productivity across the UK economy.”

In order to accomplish this mission, they did an academic research, also using data compiled by research houses such as Towers Watson, Kenexa, Hay, Aon Hewitt and Gallup.

What they found out was that “organizations with engagement scores in the top 25% of those surveyed had twice the annual net income of those in the bottom 25%.” Moreover, “those high engagement organizations also returned a staggering seven times more to shareholders over a 5-year period than the lowest quartile.”

Another research was carried out by The Harvard Business Review Analytic Services when they published, The Impact of Employee Engagement(7) on Performance in 2013. The survey was conducted among 568 executives (mainly senior-level) from organizations of North America, Europe, Asia, Middle East and Africa and South/Central America.

The highlights of this survey showed that almost three-quarters of the respondents agreed that employee engagement is very important to achieve overall organizational success and that recognition given for high performers has a significant impact on employee engagement, whereas only a quarter of them said that employees in their organizations are highly engaged.
What is the reason for this shocking lack of correspondence? Considering the huge benefits for employers, employees and customers, it is nonsense that companies are still struggling to foster engagement.

No wonder that employee engagement offers an enormous competitive advantage that has a decisive impact on the profitability of organizations, but remember that “measurement without targeted action is useless” (Gallup).
There are no excuses to delay the implementation of actions aiming to concede engagement a central role among the strategies of companies. As the introduction of The Evidence states, “it is a must-do, not a nice-to-have.”

So, once and for all, let’s place employee engagement where it deserves to be. Shall we?

1 – Simon Sinek on Twitter: https://twitter.com/simonsinek/status/230815510164545536

2- ‘It’s Time to Redefine The Rules of Employee Engagement’ (article on Forbes): http://www.forbes.com/sites/chriscancialosi/2016/02/01/its-time-to-redefine-the-rules-of-employee-engagement/#4c6896715d62

3 – The Zinger Model: http://www.davidzinger.com/zinger-model/

4- Demand Metric’s ‘Employee Engagement Benchmark Report’: http://es.slideshare.net/demandmetric/employee-engagement-benchmark-report

5 – Gallup’s ‘State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders’: http://employeeengagement.com/wp-content/uploads/2013/06/Gallup-2013-State-of-the-American-Workplace-Report.pdf

6 – Engage for Success’ ‘The Evidence’: http://engageforsuccess.org/wp-content/uploads/2015/09/The-Evidence.pdf

7 – ‘The Impact of Employee Engagement on Performance’ (Harvard Business Review): https://hbr.org/resources/pdfs/comm/achievers/hbr_achievers_report_sep13.pdf

Effects of Disengagement

By Ganpy

Very few studies have been done to quantify the actual monetary effects of a disengaged workforce. And even fewer studies have been conducted on the effects of a single disengaged employee in a team.

Why is it important?

It is important simply because unless organizations start measuring the effects of disengagement in true productivity and profitability terms, the importance of engagement will be very hard to be appreciated. This will result in leadership not valuing the benefits of employee engagement initiatives.

Even in smaller teams, one disengaged employee is enough to bring the productivity of the whole team down. Most of the productivity loss happens in a gradual manner, which often results in teams feeling the ill effects of that disengaged employee rather late in the process. I have personally experienced this in multiple teams and I am sure some of you reading this post would have experienced this as well.

A Gallup study projects that disengaged employees cost the American economy $450 to $550 billion in lost productivity. The study also finds that 69% of employers say that they have been affected by a bad hire in the past year, while 41% of employers say that this cost (the cost of a bad hire) is over $25,000 per year per such hire, and 24% say that this cost is over $50,000 per year per such hire for them. That’s a huge cost.

    Cost of a Disengaged workforce

Disengaged employees affect an organization’s/team’s culture. Employees who are putting time in but not energy or passion, completely undermine all the good work done by others. They affect an organization’s brand value. Statistics show people are likely to share one good experience with 3 people, but will share one bad experience with 10 or more people. And most importantly, they affect your bottom line. Disengaged employees are costing companies around the world millions if not billions.

How do you spot a disengaged employee in your team? In other words, What makes a disengaged employee?

Actively disengaged employees:

> Are Consistently Against Virtually Everything (CAVE)
> Believe they are doing everything they can and everyone else is wrong
> Close themselves off from anyone who challenges them to change
> Are not efficient
> They show poor judgment in their approach to work
> Consistently produce poor quality work
> Tend to accept anything that comes along
> Are essentially “checked out”
> Undermine what their engaged co-workers accomplish
> Are aggressively lowering morale and productivity

And what symptoms do they exhibit?

They tend to:

> Complain
> Make excuses (for everything)
> Show lack of enthusiasm
> Be irresponsible or Not take responsibility for mistakes
> Gossip (mostly spreading rumors or spreading negativity about others in the team)
> Not ask questions
> Not help others
> Be distracted
> Lie (even for trivial things)
> Be independent (don’t prefer to work with teams or don’t prefer to participate in team events)
> To take no initiatives/Not be proactive
> Exhibit no Growth (skills and overall professionalism)

Keep this list above handy.

If you see any of the symptoms above in anyone in your team, it is time to evaluate what is causing the disengagement. It could be your style of leadership, it could be the team dynamics and expectations, it could be any combination of factors, but it also could be a bad hire or a bad fit – a case of someone who truly doesn’t belong in that role in your team.

The sooner you recognize that, the quicker you will be able to turn your productivity around.

Don’t let disengagement creep in..Act NOW before it is too late!