Get access to the exclusive HR Resources you need to succeed in 2018!
Training, policies and tools to help HR prevent and respond to harassment claims.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Accenture surveyed 1,367 employees at various large, U.S.-based organizations to define four levels of engagement:
“Executives must deepen their understanding of what really drives engagement as well as what sustains it,” the report begins.
By delving deeper into what it takes to drive and sustain engagement, Accenture discovered a marked difference among the responses they received from workers at each of the four levels of engagement. For example, more than 95 percent of “devoted” workers said they are always willing to go the extra mile, are enthusiastic about providing high quality products and services and are determined to complete all job duties, whereas only about half of “plugged in” employees said the same.
Regardless of how devoted such highly engaged workers might seem to be, Accenture found that more than 43 percent "had weak, or at best lukewarm, intentions to stay with their company." Figuring out how to retain them is the tricky part.
"Financial rewards are important, but they're not what matter most when it comes to holding onto employees, and they certainly aren't what engages them," the report explains. Instead, Accenture found that employees must hold three core beliefs about their employment for sustained engagement:
Making a Difference
Employees with jobs that offer variety and the opportunity to exert influence are more likely to feel they are making a difference at work than others. Those characteristics, combined with strong collegial relationships and the opportunity to grow one's career, are powerful catalysts, Accenture found. "Employees who apply a wide range of their talents to a diversity of tasks are 10 times more likely to be highly engaged than people whose work lacks variety," the report noted.
Similarly, "employees who believe that they can sway strategic, administrative or operating outcomes are more than twice as likely to be highly engaged than those who do not exert influence at work."
This means that companies must communicate their mission and recognize efforts that contribute to goals while eliminating work tasks that don't create value for the organization.
Yet Accenture found that there is considerable room for improvement in co-worker relationships, another key element of engagement. Less than half of "devoted" workers agreed strongly that their co-workers value their input, listen to what they have to say and appreciate who they are. And just 31 percent of such workers said they trust their co-workers. Still, that's far more than the 14 percent of "plugged in" workers who said they trust their colleagues.
According to Accenture, the third element that helps employees feel that they are making a difference is evidence of a compelling future. "When people feel that their own skills and goals match what the organization needs and wants, they are likely to envision a future with the company," the report noted. And the data back this up. Those who feel that their organization is a good fit for them are 17 times more likely to be highly engaged than workers who do not feel like they belong with their companies.
Yet fewer than 40 percent of devoted employees surveyed and just 14 percent of plugged-in employees believe that their career goals can be met at their company.
That doesn't mean that devoted workers aren't challenged, however. More than 71 percent said their job does provide them with challenges, though just 41 percent said they have the opportunity to use all of their skills and knowledge or can gain new skills and knowledge on the job.
My Company Has My Back
A safe environment and dependable colleagues are key elements for building a culture of trust and respect, according to Accenture. Employees are four times more likely to express high intentions to stay with their employer and are five times more likely to be highly engaged when they work in a trusting and respectful environment.
What such an environment looks like will vary from company to company, but it could be characterized by transparent financial records, the ability of managers to hold difficult conversations, and support for risk-taking. "Employees at all levels need to know that it's safe to raise difficult issues—that they won't just get slapped down for it," the report noted.
But it's not just business leaders who set the tone for an organization's culture, the report explained: "Workers who feel they can depend on their colleagues are nearly seven times more likely to be highly engaged and to have high intentions to stay with their organization as employees who do not establish such trusting relationships."
For example, employees want to look around them and see colleagues with the right knowledge, skills and abilities who value honor and hold each other accountable for doing the right thing.
We're in This Together
The last key element employees need to experience in their workplace for sustained engagement is a combination of reasonable expectations and opportunities to "recharge their batteries" after completing difficult assignments or going through busy periods at work.
"The amount of physical, mental and emotional energy people have available to bring to their work role is far and away the most powerful predictor of their level of engagement at work," according to Accenture. Unreasonable expectations, such as an excessive workload, significant time pressures and conflicting demands, are "powerful predictors of low engagement," the report noted.
Also important are the right training, tools and information as well as sufficient people resources to get the job done.
What's a CEO to Do?
Accenture's research revealed a few nuggets of advice for CEOs and other top leaders:
“Most employees feel overworked and underappreciated,” according to Mike Ryan, senior vice president of marketing and client strategy for Madison Performance Group, a consultancy specializing in employee engagement. “They are productive now because they have to be, not because they want to be, and they are planning to leave their present employers when the opportunity presents itself," he said in a statement. "The surge of productivity companies have enjoyed will not go on forever. Businesses that ignore this reality, and that do not take proactive steps to reconnect with their workforce, run the risk of being the big losers when hiring heats up again.”
Organizations can take a few important steps to improve their work environment, according to Ryan:
“Without taking action now, employers will be left with a recession-damaged workplace culture populated by disenfranchised employees who will leave for new pastures at the first opportunity," concluded Ryan.
Rebecca R. Hastings, SPHR, is an online editor/manager for SHRM.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Join SHRM's exclusive peer-to-peer social network
SHRM’s HR Vendor Directory contains over 3,200 companies