A whopping 91 per cent of Indian employees are not psychologically committed to their organisations or are as productive as they can be, strategic consultant Gallup said in its latest annual report on ‘State of Global Workplace’.
This means, 91 per cent Indian employees are either ‘not engaged’ or ‘actively disengaged’ at their workplace. Engagement means emotionally invested in and focused on creating value for their organisations. “Engaged employees are relatively rare in one of the world’s most populous emerging markets, India,” the report said.
The global average for engaged worker is 13 per cent, while for India it is 9 per cent. The report gives an update of the previous results using data in 2011 and 2012 from nearly 230,000 full-time and part-time employees in 142 countries.
There is considerable variation in engagement levels in India by education level and job type. Among professional, managerial, sales, service, and administrative job types, engagement rates were above 10 per cent, while they fell below that threshold among jobs that involve physical work, such as installation/repair, construction/mining, and manufacturing/production.
The last two have extremely high proportions of ‘actively disengaged’ employees in India: 44 per cent in construction and mining, 32 per cent in manufacturing and production. The recent labour unrest in India is a reflection of widespread frustration in these job sectors.
The report describes ‘actively disengaged’ as negative and potentially hostile to their organisations. It says for every one engaged worker, there are two actively disengaged workers. For India, the proportion of ‘actively disengaged’ is higher than the global average of 24 per cent.
“Perhaps, the most pressing issue for leaders in India is the high proportion of ‘disruptors’ — the 31 per cent of employees who are actively disengaged. These employees are not just unhappy, but busy acting out their unhappiness and undermining their engaged co-workers’ accomplishments,” a regional highlight section on India in the report, written by senior consultant Paresh Rajgarhia and consultant Priyanka Kohli said.
Lower engagement not just affects productivity, but also the potential for innovation in products and services.
The report highlighted three core values to improve employee engagement — focus on the ‘people’ aspects of the performance management system, hire and develop good mid-level managers and give employees the opportunity to perform at their best.
According to Rajgarhia and Kohli, systems that develop the right people according to their talents are essential for creating a high-performance culture and cited the example of Taj Hotels Resorts and Palaces.
Our Radically Better Organization of the Year Jostle Award celebrates customers who demonstrate amazing organizational transformation, regardless of company location, size or industry. A common theme emerged across our group of Finalists this year: the importance of connecting people in the workplace. We know from our recent exploration of the employee engagement gap that making connections to people, purpose, work, and culture are important to creating engaged employees and happy workplaces.
Each of the 10 Finalists showed us a particular strategy to build connections in their workplace. And because of this, they’re seeing improvements in communication, clarity, culture, and most of all, levels of engagement across their organizations. We call this transformational, and we’re unbelievably inspired by each of these stories. So what are their secrets to success? We’ve distilled 10 key ideas, illustrated with practical examples from each of our shining stars.
Find ways to help your employees understand, remember, and practice your core values. Connect these values to behavior, camaraderie, and performance. Pure crafted an internal communications strategy that rests on their core values. An important part of this strategy is detailed onboarding for new employees to understand Pure’s values, creating awareness and encouraging each new team member to align with them.
Everyone should feel comfortable and safe in the workplace. Help your employees feel this way by building an open and welcoming environment. To achieve this, Ricky Richards set out to create a family-like culture. Regularly sharing personal and company photos, stories, and anecdotes keeps a personal tone in their workplace. They also host regular social events that help people get to know each other in fun settings.
Cultivating a habit of effortless recognition and celebration is key to helping employees feel appreciated. Give everyone permission to celebrate in their own unique way – and do it often! Yotelunites their young workforce with an instant peer-to-peer reward scheme and friendly internal competitions that encourage excellent customer service, product knowledge, and communication between locations.
Create pathways for information to move and be heard across your organization. This should include mechanisms for feedback, social sharing, and discussion, between and from all levels. Make the information accessible from work, home, and on the go. The City of Vaughan adopted a multi-media approach with their new internal communications strategy. They share things like a Monday morning critical facts news story, a weekly video employee spotlight, and a regular historical pictorial feature, to help connect and engage their dispersed municipal workforce.
A community is a place where members are supported, respected, and even loved. It’s also a place where work is unified, and goals are shared. If you think of your organization in this way, it becomes easier to forge important and supportive connections. Omicron has made great progress with turning their company into a community. Their dedicated entertainment and engagement committee ensures that regular social events, charity drives, meet ‘n greets, and the like, unite their purpose and people. They also host an annual awards event to celebrate individual and team contributions to their community.
Help every member of your team contribute and stay connected. Make it easy for dispersed team members to be part of the conversation. Silvacom engages their mix of office and remote employees regularly by using online polls and surveys to gather feedback and insights. Asking staff for their opinion and suggestions makes their culture more vibrant and keeps employees talking.
Key information each person needs to do their job should be well documented, readily accessible, and clearly communicated. This clarity helps everyone keep in touch and focused on your overall mission. McFarland Clinic built a robust library to centralize and search documents required to service over 1 million patient visits each year. Employees can now confidently do their work, and deliver the quality service McFarland is respected for.
Sometimes stepping outside of comfortable boundaries and constraints is what people need to achieve true connection. There might be aspects of your organization that are being held back by process for the sake of process and resistance to change. The Diary decided to revolutionize their traditional meeting approach. They moved pre-meeting chatter and prep to discussion forums, and focused meeting time on critical items only, saving over 15 hours per employee per week. They’re more productive, efficient, and targeted in their communication, initiatives, and projects.
Your leaders should be your key connectors. Find or coach candidates who truly care about your people and your organization. Help them understand their importance in helping teams align and find help. Morgan McKinley unites their 800+ workforce with a COO in each of their four global regions. Each of these leaders has their own flair: some engage with video, others with visible participation in social events. They all make personal connections and stay on the ground with their respective teams.
Deliberate expressions of your culture help people understand and connect with what matters. From office interiors, to team huddles, to the way you talk, all offer clues to what your culture is about. Exact Sciences uses storytelling to illuminate their culture and make it accessible for all. Employees act as news reporters to contribute regular updates from across their organization. This clever approach generates a rich variety of stories about the company from personal perspectives. It also keeps people invested and connected to the pulse and culture of the organization.
The connections in each of these examples were made easier with the help of the Jostle® intranet. However, it’s the leaders inside these organizations who devised these people-centric strategies and set about connecting people in their own unique way. For any of these approaches to be successful in your organization, start with people, and keep them at the center at all times.