Managers hold a pivotal role in enhancing worker Wellbeing, Engagement and Organizational Performance!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Up to 70% of the variation in team engagement levels can be traced back to managerial influence.
?? Managers often face more challenging experiences than non-managers, dealing with higher workloads, longer hours, and greater stress levels.
?? In organizations that follow best practices, 75% of managers and 70% of non-managers are engaged - But only 30% of managers and 23% of employees overall are engaged globally.
?? Countries with higher levels of managerial engagement are twice as likely to also have higher engagement among non-managerial staff, according to a new interesting research published by Gallup using data ?? from a survey of 128,278 global employees covering more than 160 countries and areas.
?Globally, managers are more engaged than other categories.
?? Researchers observed that global managers tend to be more engaged and thrive in life compared to non-managers. Managers tend to receive higher compensation and enjoy greater social status than their peers in non-managerial positions.
On the other hand, managers are often more susceptible to certain feelings compared to non-managers:
? more stressed
? more angry
? more sad
? more lonely
?? Managers often encounter higher levels of negative emotions compared to non-managers and are more inclined to consider leaving their current positions.
?Engaged managers often lead to more engaged employees.
?? There is a strong correlation between the level of engagement of managers and that of non-managerial staff; countries exhibiting higher managerial engagement often see a doubling in the engagement levels of their non-managerial employees.
Interestingly, countries in the upper half of manager engagement are two times as likely to have engaged non-managers.
?What are the best practices for manager engagement?
Researchers indicate that organizations adhering to best practices, regardless of industry or location, have achieved a manager engagement rate of 75% and a non-manager engagement rate of 70%.
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?? They emphasize that there are 14 engaged employees for every one actively disengaged employee, a ratio that is 11 times higher than the global average.
?? Finally, researchers determined that leaders who establish strong and resilient cultures concentrate on below aspects that distinguish them from other organizations:
?? They put a high priority on manager hiring and development
The best organizations recruit managers who possess a knack for motivating their teams, and they develop these managers into proficient coaches who regularly provide impactful personal feedback that motivates improved performance in the future.
?? They integrate engagement into every stage of their employee and manager life cycle
The top organizations treat engagement as a core business strategy, guiding their hiring, onboarding, coaching, and talent development processes. They weave it into the fabric of performance management, goal setting, team meetings, and discussions between managers and employees.
??They emphasize wellbeing at work and in life
These organizations consistently demonstrate their commitment to employee well-being. They extend their support beyond physical health, offering resources for financial literacy and planning, as well as hosting webinars on mental health and promoting community volunteer work.
?? Organizations that implement these practices can enhance both employee well-being and organizational performance simultaneously.
?? ???? ???????????????? ????????:
This interesting and insightful study by Gallup - known for its decades-long expertise in employee engagement - shows that in organizations following best practices, 75% of managers and 70% of non-managers are engaged.
The study further highlights the importance of manager training and engagement, emphasizing that effective managers are key to helping employees find significance and satisfaction in their work.
Thank you ?? Gallup researchers team for these insightful findings:
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Senior HR Manager @ EOX Vantage | Rewards Programs, Comp & Ben, Talent Mapping, HR Digitalization Expert, HR Operations, Compliance
5 个月Great advice!
Head of Administration Dal Food, PhD in Economics in National Strategic Planning Heavy Industry Companies, SP-Assoc. CIPD. Talks about #Leadership, #Strategicworkforceplanning, #ChangeManagement, #TalentDevelopment.
5 个月Employee engagement plays a crucial role in organizational success. Employees who receive?daily feedback from their managers?are?3 times more engaged?than those who receive annual feedback.?Regular communication fosters motivation and alignment with company goals. Highly engaged employees are?87% less likely to leave their roles.?Moreover, companies ranking in the top quartile for employee engagement are?23% more profitable?than those in the bottom quartile. Many organizations are shifting away from annual performance reviews.?Frequent check-ins with managers are more effective, as they provide timely feedback and maintain engagement, investing in employee engagement benefits both individuals and the organization.
Author "The Workplace Battlefield - where great talent goes to die." Traveller on the journey of life. Experienced business professional, thinker, author and futurist
5 个月Interesting summary of the data. Happily most of it aligns with my books on culture. Leadership is a critical component that ensures consistency and stability in a desired culture. I also agree with Stuart that to REALLY appreciate the effectiveness one needs to integrate with systemic measurement. Good job Nicolas ??
Humanity@Work: Talent Strategy | Employee Experience | Leadership Development | User-Centered Design
5 个月Good point! This assertion is so true “Managers often face more challenging experiences than non-managers, dealing with higher workloads, longer hours, and greater stress levels”. Therefore, organizations should also focus on revamping managerial roles through org design and effectiveness practices to support managers and allow them the bandwidth to focus on their teams
Environment- Health & Safety Managerin | Lead Auditorin | Ingenieurin
5 个月Thank you for your suggestion to discuss the Gallup study. I would like to join in and share my initial thoughts. The result ultimately represents the impact of the rapidly changing environment. It is becoming increasingly difficult to form a bond and thus a motivator for commitment. There are people who find the current world exciting and are infected by the new and innovative. On the other hand, they experience rejection from types of people who range from no commitment at all to only family is important. People in previous management positions are more insecure because they cannot retain or motivate workers with standard tools. Their efficiency and therefore performance deteriorates and they also lose their commitment engine. Overconfidence is the result of clueless protective walls. Bonding is no longer just about the company or managers. Attachment is defined by feelings such as security, happiness and/or uniqueness. These and others are balancing forces in this crazy world. That is why, in my view, there is no need for huge employee programs that compete with companies. Nor do we need alpha animals brimming with education, experience and fighting spirit.