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The rise and fall of workplace engagement
July 23, 2009
In this economy, we are spending more hours on the job than ever before. Faced with a shortage of good jobs, increased competition, demanding executives, layoffs and off-shoring, most of us are plugged into work at all hours through laptops, wireless connections, cell phones, and other digital devices. In fact, some 25 million U.S. workers today report working an average of more than 50 hours a week, with 40 percent of those workaholics logging more than 60 hours a week. An average American or Canadian worker puts in a full month of hours (160 to be precise) more each year than a generation ago, more than the citizens of any other Western/European country, and even longer hours than medieval peasants did in servitude.
In the 1990s, many employees looked at hard work as a means to an early retirement with appreciating stock options, bulging 401(k) accounts, or big cash rewards from impending IPOs. Then came the startling realities of the dot-com crash, 9/11, and the recent economic collapse. All of which leaves many employees disillusioned, doubting the dream of any out—let alone an early one. In this month’s edition of HR Magazine, the Society for Human Resource Management says wage loses from this meltdown may be long lasting. In fact SHRM predicts some of us may not recover in time for retirement. Gulp.
Here’s the bottom line: our people are nervous and overworked. As managers we must learn from these macro trends and be sensitive to the pressures and attitudes of those who serve our customers. Employee engagement is paramount to our teams and our organizational ability to survive, and it is more important now than it has ever been before. A new approach is urgently needed. It’s time to gather your people together to assess where you stand and set clear goals. Communicate openly and honestly. Is this the time to foster a “need to know” communication policy? Only if you want to lose the trust and commitment of your people.
And don’t forget to appreciate when you see great work. Most of us who manage others are poor at recognition in our employees’ eyes, but recognition is the accelerator that will spur smart ideas, extra effort and greater teamwork.
