In his book Onward: How Starbucks Fought for Its Life without Losing Its Soul ) CEO Howard Schultz writes, “Like crafting the perfect cup of coffee, creating an engaging, respectful, trusting workplace culture is not the result of any one thing. It’s a combination of intent, process, and heart, a trio that must constantly be fine-tuned.”
Employee engagement is now a critical factor in moving employees to “go the extra mile” in terms of their work effort. However, studies suggest that businesses seem to be at a critical tipping point in their ability to maintain engagement over time.
An illuminating new Gallup poll found that only 30% of all full-time workers in America are involved in, enthusiastic about, or committed to their work. In other words, engaged – and 70% of all U.S. workers are not reaching their full potential. According to the study, one significant causal factor for employee disengagement is that employee’s hearts are not into their work. About 18% are “actively disengaged,” meaning they’ve gone beyond just checking out mentally and could even be harming workplace relationships and colleagues’ accomplishments through emotional contagion.
This goes to the essence of engagement – “Employees are engaged only to the extent that they are emotionally available to be so,” which ties directly to their willingness to go the extra mile for their company. This may seem obvious, but it is not—at least not to managers who are still focused on conventional managerial tactics as the solution in their attempt to create engagement. Traditional managers tend to apply pressure when they perceive disengagement, ignoring the reality of emotions and their effect on people’s abilities to be engaged.
Depending on the emotions that are triggered at work, employees will either be less available or more available to be fully engaged in their work. The feelings themselves determine the path that will be taken. Emotions are always present…and until the emotional component is addressed, employees cannot fully engage. This is the major missing link in many efforts to engage or re-engage workers. Too many organizations and managers still go to the old employee perks goody bag to solve long-term problems with questionable short-term solutions. This is not to say that these incentives are wholly ineffective, but without substantive changes in employee relationships and cultural environment, they offer little more than temporary distraction from deeper problems. Continue reading