Page 78 - Build a Culture of Employee Engagement with the Principles

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Employee Engagement

Given the costs associated with employee disengagement,
being able to prevent or curb it would be extremely valuable
to any organization. Obviously, we need to begin with a clear
understanding of the factors that lead to disengagement. Like
the findings on causes for employee engagement, my research
revealed many reasons why employees disengage, most having
to do with the employee’s direct supervisor. As you read the fol-
lowing list, notice how many of these issues could be easily pre-
vented or resolved with basic supervisory coaching and training.
Also, consider how much just one supervisor who creates a team
of disengaged employees actually costs your organization.

FACTORS THAT CAUSE EMPLOYEE DISENGAGEMENT
• When my manager takes credit for my work
• Unrealistic expectations
• Lack of coaching, feedback, and support
• Incompetent leaders whom people don’t respect
• Constantly being underappreciated and devalued
• Lack of basic pleasantries such as “hello” or “thank you”
• Lack of support from my manager
• Having to do work that doesn’t appear to add value
• Seeing managers who are not actively engaged
• When a supervisor asks for an employee’s opinion and
then makes him or her feel stupid
• When a supervisor holds a meeting to get employee
feedback and suggestions and doesn’t follow up
• When your boss never asks for your input
• Lack of appreciation or compliments for a job well done
• Criticism that isn’t constructive
• When you have no idea what direction the organization is
headed
• Not being respected