What drives employees?
The question now is, “how do I engage my employees in the organization?” To answer that question, first look at the different levels of engagement. Engagement, as it relates to the Global Engagement Gap, is broken down into 3 categories: engaged, disengaged and actively disengaged.
Engaged employees who love their jobs and believe in their employer, the work they’re doing, and the goals of the organization are fully engaged employees. They exhibit high levels of passion and creativity, and feel appreciated for the value they add to the company. These employees feel a connection to the company, its products and/or service, and generally express a positive outlook. And they motivate and inspire those around them.
Disengaged employees view their jobs as merely a way to earn a living. They come to work on time, and accurately perform their responsibilities, yet do little beyond the expectations set forth according their job descriptions. There is usually no passion or creativity exhibited by these individuals, and therefore no desire to grow or nurture a career with the company. They also (unfortunately) influence those around them!
Actively disengaged employees are the most problematic in terms of performance, as these employees are unhappy, disgruntled, and usually allow their negative outlook on the company and/or position to manifest itself in their work. In addition to their own performance issues, they have a tendency to bring down the morale of the engaged employees by constantly voicing their discontent and poisoning the minds of those employees that are otherwise excited and happy with their jobs.
Although actively disengaged employees usually only account for a small percentage of the population, they can have a disproportionate effect on the positive influences of engaged employees. Think of it this way – disengaged employees place themselves on auto-pilot. They add little value to a company; yet they aren’t destructive. Actively disengaged employees act out their displeasure and seek to find allies to jump on the bandwagon. It’s important that this type of behavior is ended before it begins.
The key in stopping this behavior before it starts is to determine what drives your employees. How can you ensure that your employees are excited to come to work and fulfill the duties of their job, above and beyond what is expected of them?