Poor Employee Performance?
How’s Your Manager Engagement?

Where you work, what percentage of managers are fully engaged? Managers everywhere in every kind of industry and organization deplore the figures on employee engagement: Gallup’s study of employee engagement finds that just 30% of U.S. workers are engaged. Yet many organizations have almost as many managers not fully engaged.

When one-third of the workforce just isn’t interested in doing good work, it’s frustrating as well as costly for the managers and leaders in charge.

But here’s what I find really deplorable: Gallup surveys also show similar statistics on manager engagement! The percentage of engaged managers is only somewhat higher than the percentage of engaged employees. Gallup research has found that 35% of managers are engaged, 51% are not engaged and 14% are actively disengaged.

Through their impact, Gallup estimates that managers who are not engaged or who are actively disengaged cost the U.S. economy $319 billion to $398 billion annually. Managers account for at least 70% of the variance in employee engagement scores across business units, demonstrating a clear link between poor managing and a nation of “checked out” employees.

One in two employees have left their job to get away from their manager at some point in their career. Managers’ engagement has a direct impact on employees’ engagement. Employees who are supervised by highly engaged managers are 59% more likely to be engaged than those supervised by actively disengaged managers.

Gallup’s extensive research and analysis, reported in State of the American Manager: Analytics and Advice for Leaders, provides an in-depth look at what distinguishes great managers from the rest. Here are some of the findings:

Companies that hire managers based on talent realize a 48% increase in profitability, a 22% increase in productivity, a 30% increase in employee engagement scores, a 17% increase in customer engagement scores and a 19% decrease in turnover.

Managers with high talent are more likely to be engaged than their peers. More than half (54%) of managers with high talent are engaged, compared with 39% of managers with functioning talent and 27% of managers with limited talent.

Managers with high talent also place more emphasis on employees’ strengths than their weaknesses. Gallup has found that a strengths-based approach is associated with greater levels of employee engagement and well-being and team productivity and profitability.

I don’t understand how any manager in charge of others can be blasé or disengaged, but maybe that’s just me, based on my own experiences as a manager. When you care about results, performance and what ever it is that motivates you – you have so much opportunity to make a difference in employees’ lives and careers. How can you not be engaged?

I’d love to hear from you; You can contact me here or on LinkedIn.

 

Facebook
Twitter
LinkedIn
Pinterest