Based on research from NY Times bestselling author Kevin Kruse, including surveys of over 10 million workers in 150 countries.
The Crisis of Disengagement
Recent surveys reveal a critical issue facing the modern workplace: job satisfaction and employee engagement are at record lows. This widespread disengagement is a significant crisis for both businesses, which suffer from lower performance, and for individuals, whose well-being is impacted.
The Three Keys to a Fully Engaged Workforce
Based on findings from over 10 million workers and the practices of Best Place to Work award-winning companies, a clear framework for solving the engagement crisis has emerged. The foundation for increasing performance and profits through full engagement rests on three core pillars: Growth, Recognition, and Trust. By focusing on these areas, leaders can cultivate massive emotional commitment and loyalty.
1. Growth
Creating an environment rich in growth opportunities is essential for engagement. When employees see a path for advancement and skill development, their commitment to the organization deepens.
2. Recognition
Meaningful recognition for contributions is a powerful motivator. Leaders can take simple, affordable actions to acknowledge employees, reinforcing desired behaviors and fostering a positive culture.
3. Trust
Trust is the bedrock of a healthy and engaged workforce. When employees trust their leaders and the organization, it creates a psychologically safe environment where they can perform at their best.
The Far-Reaching Impact of Workplace Emotions
The effects of the workplace environment are not contained within office walls. Research highlights the "spillover and crossover effects," where emotions experienced at work directly impact an individual's health, marriage, and even their children. A positive, engaging workplace contributes to a healthier, more stable personal life for employees.
Highly engaged companies don't just benefit their employees; they also see significantly better business outcomes. New research demonstrates that highly engaged companies achieve a shareholder return that is five times higher than their counterparts with disengaged workers.