Steven Parker, Vice President of Customer Success & Business Transformation at Achievers, shared his thoughts on employee engagement and disengagement during his presentation at the 2015 Human Capital Leadership Forum in Chicago on May 6. In a Thought Leadership Spotlight Presented by Achievers, “The Cost of Disengagement,” Parker noted that examining both the costs of engagement and disengagement can be valuable for organizations.
According to Parker, many organizations spend more money measuring engagement than actually doing something about it. Incorporating rewards into an employee engagement strategy, Parker said, can have far-flung effects on an organization and its workers. Creating a positive work environment that rewards and recognizes employees, Parker said, is key for organizations that want to bolster their employee and customer satisfaction levels: “Disengaged employees obviously will leave your company. We used to say people leave their managers. They don’t. They actually leave bad environments. Sometimes those are created by their managers, sometimes those are created by their peers, sometimes those are created by some of us.”
In addition, Parker pointed out that disengaged employees negatively impact profitability in a severe way. If organizations invest the necessary time and resources to connect with their employees, Parker said, they can avoid such issues altogether: “Organizations in the top quartile of engagement have three times the productivity of organizations that don’t, so I’ll flip that on its head. Driving engagement isn’t just a nice-to-have; it’s a must-have. We’re bleeding costs, we’re missing a huge opportunity to drive productivity.”
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