In the midst of one of the hottest job markets in modern history, employee engagement is also at one of its highest points since it became a focus point nearly two decades ago. This means that the incentives for highly talented employees to leave a job that they are actively engaged in must be too good to refuse and could be costly from a recruitment standpoint.
One of Gallup’s theories for the higher overall engagement is that when organizations focus on a high-developmental culture, it leads to higher achievement. These organizations have an all-hands-on-deck approach for employee development and put a focus on strengths-based competencies.
Beyond focusing on development and strengths-based competencies, there are several possible effects that stem from the global economic climate over the past decade:
- Unemployment and underemployment have been declining allowing previously disengaged workers to change jobs
- Slightly higher turnover rates in recent years could theoretically influence overall engagement percentages; an increase in job changes may mean more “job honeymooners”
- Slight increases in workers' satisfaction with tangible workplace benefits
- Increases in satisfaction with recognition received for work accomplishments along with relationships with coworkers and supervisors
Given all the studies that research organizations such as Gallup have conducted in the past, there is something to say about how the strengths-based approach is truly effective. When organizations listen, react and transform to their employee’s needs, working styles and business approaches, the more engaged they will be as an employee population and that can radiate endlessly.
The percentage of U.S. workers who are “involved in, enthusiastic about and committed to” their work and workplace is now 34 percent, tying its highest level since Gallup began reporting the national figure in 2000.