Employee engagement – killers and cures

Development and training, gratitude important for boosting satisfaction
By Chris Bart
|Canadian HR Reporter|Last Updated: 05/09/2011

Regardless of economic circumstances, having an engaged workforce — that is enthusiastically willing to give more than just what is required — contributes to better business performance. An employer’s consistent, flawless execution requires a dedicated and committed workforce passionately focused on achieving the aims and aspirations contained in the company mission statement.

Conceptually, this all makes sense. But, practically, it’s very difficult to do. Why? Because 55 per cent of employees are dissatisfied with their jobs, according to a 2010 survey by the Conference Board of Canada.

Since the onset of the recession in 2008, the percentage of organizations with declining engagement steadily grew, according to a 2010 report from Aon Hewitt. In 2009, companies with low engagement (less than 40 per cent of employees engaged) had shareholder returns that were 44 per cent lower than the average. In contrast, when 65 per cent or more of employees were engaged, shareholder returns were 19 per cent higher than the average.