Business units scoring in the top quartile of employee engagement, compared to those in the bottom quartile enjoy higher customer satisfaction, higher profitability, greater productivity, lower employee turnover, fewer safety incidents, lower absenteeism and fewer quality defects.
So, what’s the difference between those getting it right, and those falling behind? And how can we ensure we’re one of the ones getting it right? We’ve done the research so you don’t have to.
Business leaders have turned their attention to employee engagement in the last few years yet engagement is falling rather than rising.
Our research has identified the five most frequent flaws in the way business addresses employee engagement.
There are many organisations that have fallen for one or more of these as the remedy for their engagement failings. There isn’t one organisation which claims to have fixed the problem.
The answer lies elsewhere.
When it comes to building sustainable employee engagement, only one person matters: the individual employee. How they choose to think about work will make more difference to employee engagement than everything else put together.
The research tells us that the most critical mindsets individuals need to adopt to feel engaged are: optimistic, purposeful, autonomous, competent and resilient.
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Summer has finally arrived. But, even the word ‘July’ can cause the dreaded summer slump. As half the workforce jet off on holiday, those remaining start wishing they were too. It’s easy for the al-fresco lunch break to turn into an afternoon of poor productivity. So now, more than ever, it’s time to breathe life into the office and energise your staff. 1. Be a conductor. Just as yawns are contagious, so is emotional energy. In fact, moods are transmitted with such ease because they can be vital signals for survival. Think of yourself as a mood manager. Harness the power of emotional contagiRead more
Challenge: GSK was embarking on its most radical organisational transformation yet. It needed to build engagement and belief across the organisation, as well as an understanding of how the different change projects interlinked. Solution: Mind Gym engaged with key stakeholders...see full case study
These changes are well received, thoughtful, impactful and absolutely necessary for our future. I feel better about GSK, and my future in it, than I have in three years.
Challenge: The leaders at Accenture found that their graduate intake brought “smarts”, energy and dedication in abundance. However, to give great value they also needed to learn how to socialise their ideas and how to handle clients and colleagues with...see full case study
The biggest improvement I have seen is her confidence in meetings. She proactively told me about the facilitation techniques when she returned and was really excited.
Challenge: Prior to the formation of “One British Gas”, many of the business areas operated in a decentralised way. A lack of engaging internal communication had left employees confused and misaligned and engagement scores were flat-lining. The leadership team was...see full case study
Mind Gym has played a very valuable role in shaping the way we engage employees across British Gas. Mind Gym is quick, creative and always extremely professional. Above all, they get great results.
Challenge: MetLife’s talent immersion study highlighted the need to transform the behaviour of 6,000 people managers across 60 countries to become first-class, motivational leaders. Solution: Two programs were devised to upskill managers in handling the entire performance management cycle; from engaging in dialogue and setting goals, to performance...see full case study
Mind Gym provided the vital few ingredients that took our approach from average to outstanding. Our end product inspired managers to grow, change and develop in ways that we have not experienced in the past.