• Richard Gooding

    It is interesting to read the numbers and wonder if these employees work for public or private companies. I would be interested to see the survey results for public companies

  • http://twitter.com/thealphafemme Carrie Corbin

    I’m not going to even bother to try and pull all of the survey data to back up what I’m about to say, but it is WELL DOCUMENTED via multiple surveys, performance indicators, financial reports, etc… that low employee satisfaction = low employee motivation = lower bottom line results for the company.

    John is in the same camp as Jerry Albright on these topics and while I’m very much a realist too (and is why you don’t hear me hyping about engagement on social and instead decrying the hype & yes, pointing to job distrubtion & SEO that allow me to actually get apps & hires vs. just the warm fuzzies) HOWEVER, we can argue the intrinsic value of motivation all day long or could even go so far as to say there is no correlation between low employee satisfaction and company performance and call it coincidence, but there are some things that go beyond just the numbers. I’ve had the misfortune of being the senior HR person in those companies in which our surveys were predominantly negative (funny thing happens when almost all of your employee hates your leadership… the completion rate on an engagement survey skyrockets). I’ve seen the look in the employees eyes, I’ve seen the [craptastic] quality of work, I’ve had grown men cry in my office multiple times, I’ve seen entire departments implode, and I KNOW damn well that those employees aren’t even on their C game and the company takes a direct hit as a result. How can they not? When your employees do just the bare minimum to get by? Your sales take a hit, your customer service goes in the toilet, your customers – go elsewhere.

    The unfortunate thing is the unintended residual impacts when vendors get in on it and stop doing business with the company. And yes, you read that right… vendors stopped taking our money and refused to work with one company I was at… and guess what, I was right there with every other employee who hated my job, but given my role – it ate at the core of my soul because I walked into a company who said they needed someone like me, but at the end of the day it was only lip service, HR was still just the necessary evil & while I made a lot of positive changes – I was still one person trying to save a failing ship that (shocking) I wasn’t invested in enough to care anymore. I got out and ran like hell.

    • http://twitter.com/thealphafemme Carrie Corbin

      Not letting me edit… but to clarify, I’m referring to John Sumser, not Hollon!

      My closing thought for Sumser, which has always been my main piece of wisdom for my senior leadership is this: “Just because you can, doesn’t mean you should.”

      • John Hollon

        Carrie: I love your passion about this, and I agree completely. Your spot on point — that there are numerous studies connecting higher (or lower) ROI and profitability with higher (or lower) employee engagement — is one I made to John Sumser during our discussion.

        But to be fair to Sumser, I think he was largely reacting to my comment that there are numerous surveys (including this one today) showing that employees are fed up, disengaged, and ready to bolt. His pragmatism was more focused on the very real argument that essentially says, “fed up or not, where are they going when the economy and unemployment is what it is?” 

        But, that just helps make your case (and mine) that you eloquently state here. Disengaged workers who WANT to leave but can’t may be worse for an organization than having employees bolt. Companies have a lot of work to do in this regard. My question is: why aren’t more of them aggressively doing it?

  • http://twitter.com/AlanAllard Alan Allard

    Employees have no place to go? That may be true for the mediocre employees but not for the high performing ones. One of my clients just accepted a great job offer, another was actively looking for another opportunity when his company finally promoted him.

    A leader (as opposed to someone who just holds a leadership title) does not take team members for granted. Companies need more leaders and they need to understand that employee complacency just might have something to do with the culture of the company and the lack of real leadership.

  • http://www.hraskme.com Martin Birt

    Having lived this kind of question for almost 40 years I know that engaged employees are more productive and committed. Engaging employees usually doesn’t need to cost a lot of money. Resources required are mostly management planning time and effort. For example, a few years ago we significantly reduced regretted attrition among our new university grads by strengthening our on-boarding and mentorship programs. Company leadership must also require that management implement a disciplined performance appraisal system that identifies and deals with exceptional performance at either end of the spectrum. Nobody wants to see outstanding and above average performance go unrecognized nor do people want to work in an organization that does not address poor performance. It has always intrigued me how often that the reward of more work for a stronger performer leads to a more engaged employee.

  • http://twitter.com/Smiling_turtle Sabrina F

    If recognition is a motivator, why do managers still have a hard time saying “good job” or “thank you” ?