Building Engaged Teams of Leaders
AN EMPLOYEE ENGAGEMENT CASE STUDY | AUTOMOTIVE INDUSTRY
According to Gallup’s most recent global research, only 13% of employees worldwide are engaged at work. They stand apart through the discretionary effort they consistently bring to their roles, willingly going the extra mile, working with passion, and feeling a profound connection with their organization. Actively disengaged employees instead, are more or less damaging the company. A well-known fact by now is particularly worrisome for companies around the world: high-commitment organizations out-perform the low commitment ones. Specifically, it boils down to employees performing 20% better and being 87% less likely to leave the company.
The consulting division of a worldwide automotive group, that is currently present in 128 countries. Within it, there are different nationalities that need to collaborate and the client wanted to determine the employees’ propensity to fulfill their jobs. In other words, our objective was to assess their levels of engagement at the workplace, but also to understand what their attitude was towards management versus colleagues, and if they trusted the organization they were part of.
Our method was based on the People Engagement solution we’ve developed. It encompasses a declarative 5-point Likert scale survey and an implicit association test that looks at the non-conscious side of the behavioral mix. Engagement was operationalized as the balance between their levels of energy and focus, thus being able to identify 4 types of employee behaviors: disengagement (exhausted, anxious, frustrated), purposefulness (responsible, decision clarity, awareness), distraction (overcommitted, unfocused, shortsighted) and procrastination (insecure, fear of failure, passive).
Our analysis revealed that people, overall, actually scored higher on energy than on focus. The study tools we used returned partly contradictory results in the sense that when asked, 84% of respondents rated themselves as high focused and energetic, and thought that they are a good match for the job they were carrying out on a daily basis. However, when tested with IAT, only 20% were actually focused and energetic, the rest being spread across the other 3 remaining categories and lacking in either focus, energy or both. Thus, what employees declared was not a true representation of what they felt/believed as well as their professional behavior.
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