How many companies state that “people are the most important asset” to their organization’s success. Well, I guess years ago, that was a much more common statement in their missions and more of a reality. Today, we do not hear that kind of thing all that much, maybe because of all the cognitive dissonance it creates. But it is STILL true!
Maybe the shift started back during the “Re-Engineering Days” 0f old whereby so many larger organizations were cutting headcount left and right. A LOT of people were leaving the workforce, some of them being older employees seeing handwriting on the wall and taking the severance packages that were being offered. Headcounts were dropping in a wide variety of industries with the goal of improving profitability.
These days, we see lots of statistics that infer that so many people working in so many places may not be feeling like Most Important Assets (MIA) of their companies.
This from Gallup (2012) with 1.4 million people and almost 50,000 organizations: Employee engagement and involvement affects performance results. Compared with bottom-quartile groups, top-quartile performing engaging organizations have:
- 37% lower absenteeism
- 25% lower turnover (in high-turnover organizations)
- 65% lower turnover (in low-turnover organizations)
- 28% less shrinkage
- 48% fewer safety incidents
- 41% fewer patient safety incidents
- 41% fewer quality incidents (defects)
- 10% higher customer metrics
- 21% higher productivity
- 22% higher profitability
Stats show 85% of employees report their morale declines significantly after spending 6 months on the job (from Sirota Survey Intelligence), and
49% of workers say they constantly have their antennae out for new job opportunities — even when they are happy in their current position.
Few feel their current employer is giving them a fair deal in terms of advancement opportunities (Kelly survey). There are all sorts of fairness in compensation issues and many people self-report that they could actually do a good bit more each day if they wanted to!
There are just so many things we can do to better involve and engage people in workplace improvement, innovation and customer service quality improvement. The challenge is getting our front-line supervisors and managers to better understand the issues and opportunities and to simply choose to do some things differently.
Here are a few little ditties around this theme, with each of these images linked to some other writings about people and performance:
We use cartoons like the above as tools for generating discussion and involvement, finding that through discussions of how things are working, we can generate employee engagement and a lot more intrinsic motivation for workplace improvement. For this purpose, we sell a variety of leadership development tools and facilitation skills support packages, in the hopes that supervisors can work more effectively with their people.
For the FUN of It!
Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.