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Global insights on employee engagement
This contributes to the drop in engagement and
growing sense of frustration among employees.
Today’s low engagement levels come with
an unusual twist. In economic boom times,
employers typically want to increase engagement
in order to boost retention. Reducing unwanted
turnover has been the primary goal. Now,
however, we’re seeing the consequences of
having turnover that is too low. In the current
economic climate, there’s a lack of natural
“churn” in many parts of the world. With
nowhere else to go, disengaged employees are
staying with their current employers.
This situation is not healthy for organizations or
employees, and it is having a multiplier effect.
Employees are “stuck” and can’t move on to
new roles or out of the organization. This, along
with flattened organizational structures, creates
fewer upward opportunities for everyone. And
tighter budgets mean that employers have fewer
resources to put toward these growing problems.
Beyond hoping for improved economic
circumstances that will increase opportunities
for employers and employees alike, employers
need to consider how to protect and enhance
engagement when traditional methods are not
available or no longer effective. Based on their
own business strategy and unique workforce
requirements, employers need to determine
how best to invest their limited resources and
creatively identify the next generation of value
proposition elements that will appeal to and
motivate the workforce and build levels of
engagement that each organization needs for
future success.
Patrick Gilbert, PhD (London)
Global Leader, Employee Research
Mercer
Pete Foley, PhD (Atlanta)
Americas Leader, Employee Research
Mercer