There is a new trend in the workplace--and it's not pretty.

A recent Gallup survey discovered that thousands of workers are actively disengaged from their jobs, costing businesses more than $3.6 billion each year in lost productivity. This phenomenon of active disengagement makes people less productive, less loyal and less likely to offer excellent customer service. Profits are down, employee turnover is up, and employers are in a vulnerable situation.

People unhappy in their jobs can be disruptive and affect the productivity of their supervisors and peers and directly impact customer retention and new customer cultivation.

The absence of full-strength, enthusiastic dedication to work will cause challenging problems for corporate leadership in the years ahead.

Actively disengaged employees are less likely to stay with their employers, with only 23% planning to remain over the next 12 months. Multiple studies by Rutgers University Graduate School of Management indicate that turnover expenses average 2.5 times the annual salary of the departing employee.

When a company loses an employee earning $30,000 a year, it will incur around $75,000 in turnover costs. These costs include advertising, recruitment, relocation, orientation, training, and loss of overall productivity before and after the employee leaves.

Those who do stay may be more of a liability than an asset: Gallup 's research found that disengaged employees are significantly less likely to recommend their company's workplace, products or services.

Being engaged in one's job leads to high productivity, excellent customer service and unquestioned long- term loyalty. An estimated 17% of today's employees demonstrate an attitude of engagement. When people feel and act with a strong sense of engagement, profits and opportunities are high.

Before we get excited about the 17% who are engaged, we must note the trend. In 2002, the Engagement Study found that 23% of workers were committed to their jobs.

The trend is going in the wrong direction, suggesting that conditions could be worse in the future. How employees feel about coming to work-their attitude-is primarily influenced by the climate or culture in which they work. Many managers don't understand that it is their own behavior that creates the workplace climate. Understanding the manager's role in developing a positive corporate climate is the first step toward improved productivity.

The missing ingredient is trust-leaders are failing to build trust with those who need their direction and guidance, and as a result, they don't follow. A high level of trust is critical to leadership success, and yet so many leaders fail to build trust, despite all the training they have been given.

Specific new assessment, leadership development and skill building models have evolved that offer solutions for employers experiencing a downturn in productivity caused by employee disengagement. Only a positive process of development-a series of interventions with application and reinforcement-can be expected to achieve lasting improvement in leadership behavior. These new solutions help leaders understand that they are responsible for the environment they create, and to become aware of the extent the environment is based on trust or a lack of it.

Imagine a work environment where all employees are fully engaged in what they do, and go to extreme lengths to fulfill their responsibilities each day. They feel connected to the purpose and vision of the organization. They see a clear connection between what they do and the success of your organization in fulfilling its purpose. This is a place where people want to work-a workplace based on trust and personal responsibility.

The outcome is obvious. Customer satisfaction improves, staff turnover reduces and productivity and profitability increase.

Go to: The Leadership Development Process

For more information contact:
Cool Spring Center, Inc.
486 W. Page Hager Road
Cleveland , NC 27013
704-872-7761
info@coolspring.com
www.coolspring.com