1 / 28

Gallup- ing Dis -Engagement

Get Back in the Saddle!. Gallup- ing Dis -Engagement.

talmai
Download Presentation

Gallup- ing Dis -Engagement

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Get Back in the Saddle! Gallup-ingDis-Engagement The Gallup Management Journal's http://gmj.gallup.com/ semi-annual Employee Engagement Index puts the current percentage of employees who are actively disengaged at 17%. That’s about 22.5 million US workers. Gallup defines actively disengaged as employees who are not just unhappy in their work, but who are busy acting out their unhappiness by undermining what their engaged co-workers accomplish. Each one of these angry and alienated workers is causing their employers roughly $13k in yearly productivity losses on average. Think this is bad? It gets worse.A majority of workers (54%) falls into the "not engaged" category. Not engaged workers are defined as “checked out,” putting in time but not energy or passion into their work. Look around you. Chances are every other person you see is on autopilot. Only 29% of workers are estimated by Gallup to be truly "engaged" – i.e., employees that “work with passion and who feel a profound connection to their company.” These first two numbers add up to a whopping seventy-one percent of workers that are in cruise control and active sabotage mode.

  2. DOWN The first is anonymity, which is the feeling that employees get when they realize that their manager has little interest in them a human being and that they know little about their lives, their aspirations and their interests. The second sign is irrelevance, which takes root when employees cannot see how their job makes a difference in the lives of others. Every employee needs to know that the work they do impacts someone's life – a customer, a co-worker, even a supervisor – in one way or another. The third sign is something I call immeasurement,. It's the inability of employees to assess for themselves their contribution or success. Employees who have no means of measuring how well they are doing on a given day or in a given week, must rely on the subjective opinions of others, usually their managers, to gauge their progress or contribution.

  3. Heart Knocking and Creating Climate

  4. More Better Team Builders are Cereal Killer s ? BE DELIBERATE with Discovery?

  5. Doing the Best of What the Best Teams DO

  6. Changing Their Attitude with Love and Latitude

  7. Getting 45 teen aged boys to say… the “L” word Fast Company The Soul of a Sports Machine… (Google it)

  8. UP Can I really ask these? Love'Em or Lose'Em What will keep you here? What might entice you away? What is most energizing about your work? Are we fully utilizing your talents? What is inhibiting your success? What can I do differently to best assist you?

  9. www.kirkweisler.com

  10. The First Dragon Master I Ever Met

  11. The A-Team 5 Star Action Plan

  12. UP Schwan’s Delivers HUDDLE

  13. UP When Schwan’s Huddles UP Motivation Recognition Education Connection

  14. UP On Kirk’s Website you’ll Find….. .com www.kirkweisler.com

More Related