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Workplace Engagement InsightsLatest Employee Engagement NewsWorkplace EngagementStill Not Convinced Engagement Makes a Difference in Performance?

Still Not Convinced Engagement Makes a Difference in Performance?

When employees are actively engaged, businesses see a huge payoff. Numbers that cite a 300% higher productivity from ‘Actively Engaged’ employees versus ‘Actively Dis-engaged’ is just one example.

Lower turnover? checkmark
Higher shareholder returns? checkmark
Fewer workplace accidents? checkmark
Higher customer loyalty? checkmark

Employee engagementSo why is it that we aren’t all clambering to do something about employee engagement? Perhaps it is because all of these numbers come from global studies? Perhaps we don’t think that this translates down to one particular business but is some generalization? So let’s not fool around with global studies that prove over and over that the cost of not engaging employees runs around 25% of total payroll.

Instead, consider these live examples from a company that has studied the impact of engagement in their mining operations.

This is a global company with over 19,000 employees. In their last engagement survey, their overall engagement score for the organization was in the somewhat engaged category. This indicates a very high rate of lost productivity on its own. However, the real cost of the lack of engagement comes from differences in some key indicators in their top quartile operating units versus the operating units that scored in the bottom quartile. 

Consider these statistics comparing the 6 mines that scored highest in their last engagement survey versus the 5 mines that scored at the bottom in the survey:

  1. The number of days lost to injury on the job in the top 6 mines was half that of the 5 sites that scored in the bottom quartile,
  2. The number of workplace hazards reported  in the bottom quartile operations was one third fewer than the number reported by the top quartile operating employees,
  3. The number of sick days taken in the top quartile operations was half of those taken in the bottom quartile group.

 

With these statistics, and 19,000 employees in these sites, it is easy to see how focusing on fixing the issues in their 5 worst performing mines would yield significant savings in these three categories of lost time alone.

In further discussions, they talked about how the costs of their disengaged employees that they can’t directly track or quantify, such as a potential loss of creative solutions and new innovations, etc. Turnover in the low engagement sites was also identified as 50% higher than the top sites.

These are just some of the hidden costs of not creating a High Performance Culture in which employees can engage and give you their discretionary effort.

When we are faced with examples like these, the key question is this: “What would it take to get every CEO to embrace the potential in measuring and fixing employee engagement?”

>> Want to learn more? Contact Workplace Engagement Insights today!

Like this? You might also like:
Leadership = Engagement = Emotion [Video]
8 Ways to Get the Employee Engagement Service Right [Video]
5 Reasons Why Employee Engagement Matters [Video]

Written by Dwight Lacey

Dwight Lacey

Dwight is the President at Workplace Engagement Insights. He leads Workplace Engagement Insights with a clear understanding of the latest employee engagement research, survey best practices, and leadership styles that create successful businesses.

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