Research reveals nation of employees who are ‘not bothered’ about their work
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...way in which those values are reinforced, incentivised and rewarded through the day-to-day behaviours by managers - from the very top down to the front line.
“Employees also need to believe their views are respected and that they have a voice in the organisation, otherwise there is a risk that when things go wrong, no-one tells the executive team until it is too late. Just as importantly, empowered and engaged employees are able to provide customer inspired innovation and ensure organisations’ products and services adapt quickly to take advantage of fast changing markets.
“Building trust in senior leaders and employee engagement requires a shift away from traditional command and control styles of leadership to a distributed leadership model where managers at all levels have the ability to win hearts and minds, and get the best out of their people in the service of the organisation.”
Other key findings from the report include:
- Just 36% of employees say that they trust senior leaders in their organisation
- Just 24% of employees agree they are consulted by senior managers about key issues that affect the business
- Only 40% of respondents are satisfied with the opportunities that exist to feed their views and ideas upwards to senior managers
- Employees who trust their senior managers are more likely to express satisfaction with their wellbeing and are less likely to report being under stress.
[i]* Those who are engaged scored on average +69 in terms of their likelihood to go the extra mile, compared to an average score of +37 for those who are neutrally engaged and -18 for those who are disengaged.
**Of those who are neutrally engaged, 26% reported they are looking for a new job, compared to 9% of engaged employees and 66% of disengaged employees.
***Those who are engaged scored on average +98 in terms of their likelihood... continued on page three >