The Disengagement Cost

Disengagement cost

In the face of a changing global economic system, disengagement from work is becoming increasingly expensive for companies. The ability of companies to understand and better exploit talents and skills of each employee will become a key factor in company evolutions.

Employee engagement and well-being will become increasingly important in organizations willing to substantially improve their productivity.

What is the problem ?

A study (conducted by Gallup on 142 countries) shows a disengagement from work of 87% of employees including 24% actively disengaged (negative or even hostile towards their company). Thus, only 13% worldwide are engaged: ie invested and focused on their mission in order to add value to their business.

This alarmist observation is far from sparing France whose rate of committed employees does not exceed 9%. The cost of disengagement is colossal! In 2016, it represented € 12,600 per year and per employee (source: Mozart Consulting and the Apicil Group), or € 230 billion in direct and indirect costs for the 18.3 million private sector employees. These results highlight the need to review the socio-economic foundations of the company, namely recognition, the quality of relationships, autonomy, accountability, etc.

What should I do?

If you feel motivation is not at its best level in your company, it is essential that you take actions for employees to feel (re) invested in their work. Employers shall help individuals to grow in the organization in a role that suits them, motivates them, and pulls them up. According to Gallup, the need to properly exploit human resources will become an increasingly important key factor in business success.

To become a dynamic player in this change and face new challenges (digital innovations, technological renewal, business strategies, Uberisation, etc …), the company must reinvent itself. It needs new methods to lower the cost of disengagement, improve the motivation and initiative of its employees. These methods will also have to respond to the need to perpetuate and empower the company in a unifying model that creates values ​​and profits.

At all levels of the hierarchy, innovative management is needed more than ever today to “reconcile economic performance with human performance” (Y. Le Bihan, “The Positive Leader”).

Benoît Drevet

www.swapositive.com

SwaPositive supports companies in a sustainable transformation towards a Positive Leadership, to find the well-being at work, the confidence, the commitment and the spirit of innovation of its teams, as many vectors of growth.

As the first third party of Positive Leadership, SwaPositive created the Positive TEIG ™ label to measure, standardize and value the engagement of positive companies.

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