Spotting disengaged workers

More than half of employees say they’re disengaged at work—with implications for both morale and value creation. Do any of these behaviors seem familiar?

https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-to-identify-employee-disengagement

“Spotting disengaged workers

•

Zombie workers. How can individuals find the motivation to care about work when feeling checked out? One surprising way is to practice detachment, researchers reveal in Harvard Business Review. Dissatisfied workers can start perceiving everything as negative, so becoming more objective allows them to make wiser decisions. Meditating, exercising, and even talking about themselves in the third person (for example, by name or title) can help employees more effectively manage their emotions and actions when under pressure. [HBR]

•

Younger and disengaged. More younger workers report feeling disconnected at work, with millennials and Gen Zers experiencing the most significant declines in employee engagement since 2020, according to a Gallup poll cited in Fortune. Young employees highly value professional development opportunities and prioritize purposeful work, a Gallup executive said. Since the COVID-19 pandemic, however, Gen Zers and other younger workers are discovering fewer roles that they feel passionate about, the leader added. [Fortune]

Our research shows that while most thriving stars do best in a remote-working environment, a hybrid model can maximize the benefits for the highest number of people.

On McKinsey.com

•

Dissatisfied workers. According to recent McKinsey research, more than half of workers report being relatively dissatisfied with their jobs. That’s a big percentage that strikes at the heart of value creation for organizations that are already facing rising labor costs and declining productivity, McKinsey senior partner Aaron De Smet and coauthors share. Identifying where workers fall along a satisfaction spectrum could help leaders solve the problem.

•

Stars and disruptors. McKinsey has grouped workers into six categories based on how satisfied they are with their jobs. “Thriving stars,” who create value and inspire others, represent about 4% of an organization’s workforce. At the opposite end are the company’s disruptors, who actually demotivate their colleagues. Along with the quitters (the least satisfied and engaged workers), these two groups represent about 21% of an organization’s labor force. See a short quiz that can help leaders understand how committed and engaged their employees are.”

Pro plugin deactivated or invalid

Posted on: May 24, 2024, 6:32 am Category: Uncategorized

By: Stephen Abram

Comments Off on Spotting disengaged workers

Spotting disengaged workers

“Spotting disengaged workers

Our research shows that while most thriving stars do best in a remote-working environment, a hybrid model can maximize the benefits for the highest number of people.

On McKinsey.com

0 Responses

About The Author

Recent Comments

Categories

Archives

Tags

Spotting disengaged workers

“Spotting disengaged workers

Our research shows that while most thriving stars do best in a remote-working environment, a hybrid model can maximize the benefits for the highest number of people.

On McKinsey.com

0 Responses

Subscribe

About The Author

Recent Comments

Categories

Archives

Tags