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Are Most Employees Unhappy In Their Current Jobs?

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It was noted in a recent LinkedIn discussion on employee engagement that most employees are unhappy with their current jobs. This certainly tracks our survey results from companies all over the U.S.

A large part of the problem is too much attention to tactical solutions (do this, do that) that can miss the key point.  Engagement is a state of mind created by MANY things that go on in and around an organization.  How you influence someone’s “state of mind” involves emotions (their felt experience).  You can implement a bunch of events, new processes, etc., and still not get the discretionary effort that every employee brings to work every day.  Singular events, no matter how wonderful, cannot compensate for systemic shortcomings in the organization.

For example, if your culture is toxic and your managers are clueless about how to actually encourage engagement, then having a celebration event or implementing a new feedback system (normally VERY helpful), will not work.  The ultimate goal is to create a workplace where employees LOVE coming to work.  Short of that, it’s unlikely you will ever get high, sustainable, levels of engagement.

BEST PRACTICES TIP:   Increasing employee engagement takes more than a series of tactical events or tasks.  Managers and senior leaders need a holistic approach that uses every possible opportunity (culture, manager training, state of mind) to create a workplace where staff loves coming to work.

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Don Rheem’s presentation on Employee Engagement gets underneath the real “whys” on the behavior of discretionary effort. I found his examples to be relative and understandable. I see how our leaders are making better connections with the hearts of our people, so everyone better understands the goals of the enterprise.

--Peter Rittenhouse, Director of Supply Chain
Nestle Waters
 
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