Employee Joy at work is a major factor for retention, but only Executives feel more effective and enjoy their work!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Employees who enjoy their work are 49% less likely to consider a new job than employees who don’t enjoy their work.
?? Nearly half of employees may be looking for a new job and the risk is greatest among newer, younger, and more diverse employees.
?? Senior-Level employees feel more effective and enjoy work more than managers and individual contributors.
?? Individual contributors spend only 5% of their time on high-joy work, compared with managers and executives, who spend 56%
?? Same 6 factors are impeding both employees joy and companies talent retention, according to a new interesting research published by 波士顿谘询公司 using data from a survey of 1008 employees from different roles, gender and roles.
?Joy Effect can reduce attrition by 50%
Researchers found that enjoying work can cut the risk of attrition by half and they found that "doing work I enjoy" is the factor with the third strongest correlation with retention at the one-year mark, behind only job security and feeling respected at work.
?? Interestingly, the relationship between joy and retention holds even for employees who don’t consider themselves very effective at their job.
?The top 6 blockers to joy and retention
Researchers found that the top 6 blockers to joy and retention are the same.
?? More precisely, this study revealed that joy and retention have the same top two blockers: motivation and support
?Senior Executives more Joy at work than others
Researchers noticed that the higher up employees are in the hierarchy, the more joy and effectiveness they feel in their role.
?? Leadership positions have nearly 13% more happiness and effectiveness than managers and nearly 20% more than an individual contributor.
?Individual contributors need to enjoy at work
Researchers noticed that on average, individual contributors spend just over one-third (37%) of their time on work they believe is done most effectively in person, such as affiliation and collaborative tasks. By contrast, managers and executives spend nearly half their time (49%) on work they believe is best done in person, such as onboarding new hires and giving feedback.
领英推荐
?Attrition risk is high
Researchers noticed that nearly half (45%) of employees are at least passively job searching.
?? This finding is even more pronounced among younger and more diverse populations, jumping to 51% for people age 25 to 34 and to 54% for ethnic and racial minorities.
?Hybrid work models have the most joy and effectiveness employees
Researchers found that employees with hybrid work models have the most joy and effectiveness employees across the different types of activities (for example, administrative, focus, or collaborative work).
?? Researchers noticed that while most companies seem to have embraced hybrid models (reported by 58% of our respondents), only 13% of total respondents were part of teams that are able to determine their work models together.
Researchers recommend below actions for business leaders to promote Joy effect:
?? It's time to move on from the return-to-the-office debate and to embrace and enable team-driven hybrid work models.
?? Make an effort to deeply understand what your employees need to enjoy work and what gets in the way
?? Enable and resource teams to re-engineer their day-to-day work to drive more joy and effectiveness
?? When deploying technologies like GenAI to improve productivity, make sure to account for it's impact (positive or negative) on employee joy.
?? ???? ???????????????? ????????: This wonderful and insightful research demonstrate and recognize the importance of employee joy. Attraction and retention of top talent depends on it. With a better understanding of what employees need, similar to the depth of knowledge that companies seek about their customers, leaders can start to design programs and policies that flip the script. Joy looks different for everyone and there is need to focus on joy for individual contributors. Finally leaders need to be inspired by the four recommendations of researchers to promote Joy Effect to their employees!
Thank you ?? 波士顿谘询公司 researchers team for these insightful findings: Debbie Lovich ? Rosie Sargeant Jacob Smith Jessica Lao Caitlin Arnold Sophia He
?? Follow me as a LinkedIn Top Voice on LinkedIn (+32 000) , and click the ?? at the top of my profile page to stay on top of the latest on new best?HR, People Analytics, Human Capital and Future of Work research, become more effective in your HR function and support your business, and join the conversation on my posts.
???Join?more than 14,500+ people and subscribe to receive my Weekly People Research
Everyday, I share a new research article about?People Analytics, Human Capital, HR analytics, Human Resources, Talent,…
Leadership Development for C-Level l LD Strategy l Organizational transformation l Consultant; Professor; Speaker
9 个月Very interesting analysis. It strengthens the need for TALENT SEGMENTATION if organizations want to be effective. I'd say that most companies still provide "the same solution for everyone" (Employee Value Proposition, Leadership Development,...). In other words, undifferentiated solutions. And that's not effective, as we can see in the research, since different employees chave different characteristics, motivations, needs,... If most companies are developing customized solutions for various customer segments... ... why not doing it for each talent segments? The Holy Grail? "SEGMENTS OF ONE"
Helping physiotherapy practice owners grow their clinic and increase monthly patient case load through effective online marketing strategies
9 个月Such an engaging read! Nurturing joy at work is key to talent retention and unlocking productivity. ??
Director Leadership Development @ Beacon | People Development, Talent Strategy
9 个月Absolutely enlightening insights on enhancing joy and effectiveness in the workplace!
CMO ex CHRO | Empowering Natives, Social Enterprise l Executive Search l High team performance.
9 个月Generally, the pattern does exist where the upper crust management are more engaged. Then you may see systemic decline or a hourly glass model where the blue collar is also engaged.