You’ve probably seen this year’s research from Gallup: Only 1 in 3 employees are engaged at work. The other two-thirds? Not engaged or — worse yet — actively disengaged, causing painful issues for morale and performance.
This wouldn’t be a big problem if it were a temporary blip in the data. But these dismal engagement numbers have been relatively unchanged for the better part of two decades — since Gallup first started measuring employee engagement.
In response to the overwhelming lack of engagement among employees, how have organizations responded?
When you think of typical approaches to engagement, what do you think of? Most strategies presented to me consist of external inducements: things like cash bonuses, reward and recognition systems, and one-off manager trainings that have been around for decades. Organizations have simply spent too much time thinking of ways to externally influence employees into doing what they desire and too little time tapping into the natural drivers of engagement. We need to let go of our transactional approach to engagement and instead focus on a more authentic, employee-centered approach.