Imagine if you will that you owned a factory and it was operating at 50% capacity. You would pull your hair out trying to get capacity back up. If you ran a customer service survey and your customers gave you results showing they are not pleased with your company, all hell would break lose trying to figure out what went wrong.
Many leaders have spent countless hours hoping for business to return to pre-recession vitality levels. They’ve waited for something to rescue them from the seemingly endless challenges they’re facing on a daily basis, and wondered where the next big breakthrough is that will finally snap the economy out of the doldrums and set their organizations back onto the path of prosperity. But some leaders knew the breakthrough would come from someone, not something. These leaders tapped the resources of their employees and encouraged them to help navigate the challenges and economic uncertainty.
When a recent Gallup poll found that only 68.5 percent of workers consider themselves “not engaged” or “actively disengaged” at work, it’s no surprise that we find ourselves in an employee engagement crisis. Despite this, it’s still challenging to get leaders and managers to focus on employee engagement. We know that it’s crucial to the long term success of organizations. We know it’s tied to building a high performance workplace. So why don’t leaders take it seriously?
In the economic circumstances that we find ourselves, the knee-jerk response of most companies is to cut their largest expenditure; and, invariably, the largest expenditure is labour and its associated costs like recruitment, compensation and training. But it is precisely an organization’s people - its human capital – that can help it survive the dreaded “R” word.