What Dating Teaches Us About Employee Engagement
Aaron Hurst
Founder US Chamber of Connection, Taproot Foundation, Board.Dev & Imperative
After 35 years of research in couples’ counseling, Dr. Andrew Christensen came to the same conclusion as my grandmother did after 60 years of marriage. No matter how much you might want to, you cannot force your spouse to change. In careers, as in marriages, our attitudes tend to stay constant over time. This begs the question: if we know people don’t change, why do employers spend hundreds of millions of dollars per year trying to change their employees through employee engagement programs?
Today, companies spend in excess of $700 million per year to increase employee engagement. The result? Employee engagement across the workforce hasn’t budged since Gallup began measuring it in 2000. 68.5% of the workforce is disengaged at work, and no amount of HR programs or incentives can seem to make a dent in this number.
Work could be more fulfilling for so many people. Since beginning their campaign in 2000, Gallup has helped focus the national conversation on work being about more than a paycheck. It has changed the conversation even if it hasn’t changed the outcome.
Employee Engagement Overlooks One Thing - People
However, Gallup’s approach to employee engagement has a fundamental flaw: the idea of employee engagement gave us the illusion of control. It made us believe there is some magical combination of benefits, leadership tactics, effective communication and other levers in an organization that would change employee’s attitudes and get them engaged at work. After over 15 years of trying to move the needle on employee engagement with no results, we’re ready for a new strategy.
So how do we build organizations of happy, engaged employees? After years of tackling this question and studying thousands of professionals in dozens of companies, Imperative has proposed a solution: less talk about engagement, and more focus on purpose.
Purpose-Oriented Workers Engage Themselves
In the 2015 Workforce Purpose Index (WPI), we found twenty-eight percent of the workforce views the primary role of work as serving others and growing as human beings. These purpose-oriented employees are 64% more likely to be fulfilled than their colleagues who see work as being about financial gain or status. They are 50% more likely to have meaningful relationships at work and 54% more likely to report that their work makes an impact.
Above all: purpose-oriented employees are more more likely than their peers to have longer tenure, rise to leadership roles, and promote their company as a good place to work. They are inherently more likely to be engaged at work.
Just as Dr. Christensen and my grandmother could have predicted, few people change their orientation to work over the course of their careers. If someone doesn’t view work as being about helping others and their personal growth, they are unlikely to ever find work fulfilling.
Gallup's approach assumes that engagement is driven by an employee's environment and extrinsic motivations. In reality, promotions and ping pong tables play a much smaller role in an employee’s attitude at work than that individual’s intrinsic orientation towards work.
Hire for Engagement
Companies like LinkedIn increasingly recognize what the data is telling us about work and strong cultures. The key is to hire from the 28% of the workforce who are purpose-oriented and then build their cultures and talent strategies around these exceptional people.
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Aaron Hurst is CEO of Imperative. He is also the founder of the Taproot Foundation and author of The Purpose Economy. Follow him on Twitter:@Aaron_Hurst.
Other recent articles by Aaron Hurst:
- Quiz: Do You Know What It Takes to Thrive at Work?
- CEOs: "2020 Tipping Point for Purpose Economy"
- What Happens If We Start Hiring for Purpose, Not Skills
- The Future of the Workforce
- For Your Next Hire, Discriminate on Purpose. Here's Why.
- A Free Alternative to Graduate School
- 4 Reasons You Need a Mentor in 2016
- New Data: Which Industries Attract the Best Talent?
- 5 People to Never Hire
- My Journey to Measure What Matters at Work
- 5 Types of Bad Bosses to Avoid
- The Important Career Decision Most People Get Wrong
- Three Signs It's Time to Leave Your Job
- The Secret of Google and Amazon's Most Successful Employees
- 12 Key Lessons From the Latest Workplace Research
"Diligent sets the standard for modern governance with its feature rich GRC platform", including securing the highest possible score for Audit Management. (Forrester Wave)
8 年Expanding on your mention of employee engagement, most companies recognize that high employee engagement is a top-level corporate priority, but few have cracked the code on how to achieve it. Forrester believes employee engagement is more than a priority; it’s a corporate imperative worthy of the attention of CEOs and their management teams. See their views here... https://www.dhirubhai.net/pulse/employee-engagement-corporate-imperative-simon-berglund
Director of Customer Support | Storming and Forming Teams for 20 years | Love+Work Leader
8 年Engagement is a state of mind that depends on the overall environment not a thermometer that reacts to every positive or negative stimuli in the moment. Team lunches and games create fun not engagement. Trust, shared purpose and accountability create engagement.
CFO & Senior Advisor pour les Start-ups et les TPE
8 年Si nous sommes d'accord sur un objectif qui donne du sens à l'effort, alors il n'y a plus d'effort, juste l'énergie pour atteindre l'objectif.
Director at In-synergy group
8 年Great article. I would question the importance of still having the engagement factor still present in an employees job. I fully believe in hiring the right people for the job, then giving them clear expectations an alighting the culture, work and processes to the purpose of the company. But I do still believe that even if you did all this and left a poor environment in place with a lack of engagement then even the best people would leave. I think all of theses factors place a very important role in the people aspect of the business and ultimately the success of a company.