Are Engaged Employees Healthier?

I came across this interesting question posed to one of our partners, Hewitt Associates, on the links between health and well-being and employee engagement and I thought I would share an excerpt below written by their national lead on organizational health, Rochelle Morandini.  The information is based on a special research component of the 2009 Best Employers in Canada study, Hewitt Associates collected data from almost 200,000 Canadian employees to examine exactly this issue.

Our research classified organizations as having high, moderate and low engagement, based on employee feedback from the Best Employers in Canada study. We then looked at various indicators of employee health and well-being by engagement level and found the following results:

  • The average number of days lost due to disability and family leave was half at companies with high engagement versus those with low engagement
  • With respect to annual mean days off specifically due to physical, emotional or mental fatigue, absenteeism of employees with low engagement was twice that of highly-engaged employees
  • The average number of new long-term disability claims per 1,000 employees was 2.5 times higher at low-engagement employers than at high-engagement employers
  • Workers’ Compensation premiums at high-engagement companies averaged $654, but they were $900 at organizations with low engagement—despite the fact that Human Resources at the low engagement employers reported the lowest risk exposure to health and safety risks for their employee population
  • High-engagement organizations had fewer employees who reported high job-related stress
  • Stress was consistently highest for middle managers and team leaders/supervisors
  • High engagement organizations have fewer employees who report high work overload
  • High engagement is also linked to better personal health, particularly where employees have positive manager support
  • Even at high-engagement organizations, most employees do not believe they are saving enough for their retirement, affecting their financial well-being

These findings linking employee engagement and health and well-being establish that engaged employees enjoy lower job-related stress and absenteeism, along with better overall health, resulting in lower disability and workers’ compensation costs for their employers and a more productive, motivated and happier workforce. Clearly, a focus on improving employee engagement results in tangible financial benefits for employers.

So, what do you think?  Are engaged employees healthier?  And, what is your organization doing to maintain a positive, healthy work environment?

Leave a Comment

Filed under employee communication, Employee Engagement, Employee Motivation, Human resources, Leadership, Management, Organizational Effectiveness

Stakeholder Management in Practice…

How do key stakeholders view their relationship with your organization?

What do customers, employees, business partners, shareholders and the general public expect from you?

In today’s business environment, successful organizations understand the importance of building strong relationships with all stakeholder groups.  And, one important component of this is a strong corporate reputation.  What does your corporate identity reveal?  How do your employees rate their confidence in the company’s reputation?  And, where does your organization measure up compared to the best high performing, global organizations?

As your organization gears up for 2010, consider addressing these issues.  Stakeholder management can be the key to unlocking a stagnant business model by optimizing your company’s corporate reputation, employee and customer experience management.  When all three components work together, that’s a recipe for true business success.

Happy Holidays to our readers…

Leave a Comment

Filed under Benchmarking, Business, employee communication, Employee Engagement, Employee Motivation, Employee Surveys, High Performance Organization, Human resources, Leadership, Management, Organizational Effectiveness

One, Big, Happy Family at Work

by Kathy Razzi

I certainly have been around the block when it comes to working at several different places of employment in my work career. Each one of them has been very rewarding in the sense that I am very proud and privileged to have been acquainted with some wonderful, talented and intelligent people. This is how we learn and grow in the workplace post-college .

Being the ‘A’ personality that I am, and prone to being very outgoing and personable, I made some very close friends at work while employed together. We enjoyed going out to dinners and having drinks off work time. I thought I had friends for life, because we shared in telling each other about our personal lives, and so, in that moment in time, we were very well-connected, comfortable about coming to work each day knowing that we could count on each other as friends, not just complacent co-workers. Would we continue our relationships after leaving the company? In my experience, no matter how outgoing you are, or how well-connected you think your friends at work are, it’s rarely the case that you will maintain friendships with the people you used to work with. I say, “rarely” but not impossible.

When I was a sophomore in high school, I had the fortunate experience of being cast in Charles Dickens’s “A Christmas Carol” at Pheasant Run Playhouse in St. Charles, Illinois. (I played Fred’s wife.) We did 12 shows and really bonded together. After the last show and cast party, one of the mothers, who was also in the show with her daughter, dropped me off at my home in Wheaton. As we were hugging each other, crying and saying our good-byes, we vowed to get together sometime soon. The mother looked at me and said something I will never forget, “Yes, dear, it’s like saying we will get together ‘for tea’ sometime. I was a little bewildered by that comment. However, she was very wise because in the end, we never saw each other again after that night. We never got together “for tea.” I learned that friendships that survive common grounds such as the workplace, school, or being one of actors in a play together, are to be cherished indeed.

As human beings, most of us still have a tendency to be personable with each other – not necessarily – personal, with our co-workers in this day and age. For instance, many of us may still feel the need to “check-in” with our colleagues and peers once in a while to make sure that we are not overreacting to adverse work situations when our emotions might be clouding our better judgment. I’m glad because most of us who work on computers for a living, can easily become very isolated sitting in front of one all day like a horse with blinders on.

We are not robots. There are times I am actually rather shocked at myself for getting upset or even having a feeling of elation. I don’t think it’s normal to feel shocked about it. I remind myself that I’m still a human being and I’m going to experience these emotions no matter what kind of work I do – no matter what kind of lifestyle, single or committed. Conversely, I feel good when I have had a nice chat in the lunchroom with a co-worker, of which our subject of conversation had nothing to do with work. That’s normal. Afterward, I feel at ease and good about working with this co-worker. We’ve learned how to freely converse with each other. Working quietly on a computer all day long, does little or nothing to aid in the art of conversation with other human beings. It’s good to force that isolating door open once in a while, and promote good karma.

In my early college days, I had a full-time job at a small Ma & Pa company in Glenn Ellyn. There were only about 12 of us, including the owner. One of the young fellows in the photo lab was so quiet, and kept to himself, that when he did greet anyone, it was a major event.

One day, and I don’t recall how we found out, (not by him, of course) that he was married and had 2 children! Who could keep that a secret at work? I asked him why he didn’t want any of us to know he had his own family and he just rolled his eyes quietly. I knew immediately what he meant. With only 12 people working at that place, on a full-time basis, the atmosphere became a toxic, gossipy haven of back biters. To make matters worse, the owner was the instigator!

I don’t want to get too close to anyone at work either. It’s not because I don’t like my co-workers. It’s because I do like them. Could this be an age-related thing? Maybe. Maybe I’m just wise enough to foresee the pitfalls due to my work experience from retrospect. Well, so what if you go out for a drink after work with a co-worker – just one time. Will there be consequences? Maybe. Once you have become more personal with that co-worker, you have now taken the work relationship to a different level.

So I ask, should we treat each other at work like we are one, big, happy family? Should we be buddies? Should we go out together? The workgroup that plays together, stays together? Not to sound wishy-washy, but I think there is a balance to maintain. I don’t want to flat out say, no. I think one should exercise caution though, because if you don’t, the moment that there is the slightest dispute on the job or some personal ripple, you will have crossed the line between your job and your friendship. And when your paycheck becomes threatened, all bets are off. You will invariably defend your job!

Here’s what Helen Jaworski-Lang, writer for The Independent (U.K.), has to say in her article entitled, “Danger: friends at work”: “The trick, according to Dr Jan Yager, sociologist and author of Friendshifts: the Power of Friendship and How it Shapes our Lives is not to confide in the first place. ‘Don’t tell a work friend anything that could have an impact on your job or give your colleague power over you,’ she says. ‘Sabotage of a promotion may be unintentional, but it’ll hurt.’”

In the same article, Jaworski-Lang writes, “According to Judy James*, many work friendships have the same effect as a sexual relationship between two colleagues. ‘They can screw up the dynamics of an office in that they create a similar tribal situation to that which occurs in the school playground. Two people who become close can be perceived as one much stronger unit and create an imbalance that becomes a problem for everyone else.’

Judy James adds, ‘So you may well be left feeling isolated and lonely – and the same goes if your social life revolves around work and you move to another job. The chances are you will lose those friends when you leave,’ says James. ‘The trick is not to let work become the centre of your universe. And don’t put all your eggs in one basket. Underneath the gloss, you may find you don’t have that much in common after all. Always try to maintain friends outside the office.’

So can a work friend never be a true friend? According to Dr Yager it takes three years to test any friendship and ‘a workplace friendship won’t really have been tested enough unless one of you has to relocate, but be warned; typically friendships at work turn out to be based on convenience.’”

Is this the recession pressure? Is it due to insecurity on my part? Or is it due to my own experience on the job that I say this? I like to think it’s the latter.. a keen observation I’ve noted through the years reinforced by Judy James and Dr. Yager.

I’m not saying I know it all. As long as I am working with fellow human beings, I’m sure I have a lot more to learn. My advice is to maintain a good balance between being cordial and professional so that you maintain your humanity while upholding working career. (Note the order.) This way, you don’t set yourself up for disappointment when that former co-worker doesn’t show up for tea.

 *Judy James author of The Office Jungle

2 Comments

Filed under Business, Friendships at Work, Labor Relations, Management, organizational culture, Organizational Effectiveness

Recognition and Its Link to Employee Engagement…

by Christy Kessler

There’s a compelling link between appreciation or recognition and employee engagement.  Yes, that’s right – it’s the simple things that matter most to employees!

You might ask yourself, why turn such attention to recognition during tough economic times? Well, it’s appreciating employees and training managers to regularly appreciate employees that serve as keys to precipitating more welcome change for the future – growth for the organization.

Create opportunities for managers to lead through recognition and make managers more relevant to employees.  Spend time developing your front line managers – help them be more effective in engaging and managing the performance of their teams.  Help managers understand that their behaviors impact employee engagement and, ultimately, the bottom line of the organization.

And, creating a consistent approach to recognition across the organization makes a difference.  In a review of more than a dozen global high performing organizations*, supervisors from high performing organizations who recognize their employees when they do a good job outperform typical organizations by 8%.  And, employees are 5% more satisfied with the recognition they receive for doing a good job in high performing organizations as compared to regular organizations.

Successful companies are focused on recognition for employee retention and engagement because when you have engaged employees you can’t help but have a successful organization. 

Recognition moves employees forward.  It’s one process we can use to help build the engagement of our employees.

Isn’t it time you invested more in appreciating your employees?

*Source:  Lightspeed Research – The Foresight Group – Global Normative Database

Leave a Comment

Filed under employee communication, Employee Engagement, Employee Motivation, Employee Surveys, High Performance Organization, Leadership, Management, Organizational Effectiveness, Performance Management, Recognition

Personal Values and Organizational Values – Have You Measured Yours?

People use values to guide them through their daily life – both inside and outside of the work environment.  Successful organizations find ways to tap into those values in order to make positive impacts on people’s behaviors and attitudes in the workplace.

I came across an interesting article by Joe Tye, The Business Case for Values Training.  In his research, Tye expressed, “When employees fail to make the connections between taking responsibility for living their personal values and the accomplishment of organizational objectives, those organizations run the risk of falling short on promises made to customers, or worse, failing to meet ethical or legal standards.”

What are your organizations core values?  How do they relate to your personal values?  Do your employees understand the organizations values?  When was the last time you measured the engagement of your workforce?  Understanding their alignment with the organization is a fundamental step in forming a baseline for moving the organization forward. 

Pride, connection and trust are the building blocks of a dedicated, engaged workforce.  Establishing and reinforcing a sense of shared values creates deeper understanding among employees for the work they perform every day.  

Successful organizations never lose focus on their vision, mission and values and recognize the link between these and fiscal performance – it’s what gets them through the tough times.

Leave a Comment

Filed under Employee Engagement, Employee Surveys, Human resources, organizational culture

The Buzz is Biz…

Recently, I heard an interesting presentation from Bridge Consulting that discussed communicating business strategy for breakthrough results.  And, a few points they shared made me realize the importance of measuring employee perceptions around employee engagement.  One driver of engagement is the ability for an employee to understand the business strategy and how their work contributes to company performance. 

Yet, the challenge for many employees is their inability to focus during challenging times, competing or unclear messages and priorities, the pace of change and/or the lack of alignment among leaders.  So, what does an organization do to better communicate its strategy and ultimately drive employee engagement and organizational performance?

It’s about the simple stuff – communicating clear and focused messages by setting a few key priorities.  Listen to your employees, be a good communicator and not just a good talker.  Get all levels of leadership involved in the messaging.  Look for creative ways to connect employees to the business strategy – discovery maps, contests, opportunities for employee input/dialogue thru “jam” sessions or the use of social media resources.

How does your organization communicate its strategy?  How do you engage your employees for breakthrough business results?

Leave a Comment

Filed under Benchmarking, Business, employee communication, Employee Engagement, Employee Motivation, Employee Surveys, High Performance Organization, Human resources, Labor Relations, Leadership, Management, Organizational Effectiveness, Performance Management

Engage Your Staff with Creative Perks…

Don’t kid yourself, just because it’s rough out there due to our faulty economy, we as employers must continue to work hard to keep our staff engaged.  Times are tough and money is tight which can sometimes mean bonuses and raises are just not an option.  How then can we reward individuals for a job well done?  With so much else to worry about, taking a few steps to allow your employees to feel valued will go a long way.  Teri Hires, Ph.D. and Senior Vice President of the U.S. East Region of PDI North House, shared ideas for “Perks That Keep People Engaged” in a recent issue of Talent Management Magazine.  The following are some of her thoughts

  • Assist your Employees in Managing Their Finances.  This can be done in several ways, for example, offer classes on choosing a mortgage or saving for a child’s education.  Bring in a financial planner to speak to preparing for the future or how to cope with plummeting 401K’s.
  • Address Health and Wellness Issues.  Implement exercise programs, yoga sessions, morning group runs or lunchtime walks.  Bring in inexpensive healthy treats, one organization Teri worked with instituted ‘Fresh Fruit Fridays” another brought in reduced cost shoulder massages at lunchtime.
  • Encourage Volunteerism.  Recent studies show that gen Xers in particular are extremely interested in reaching out to their communities and helping those in need.  Teri suggests “Create an on- loan program where employees can take an afternoon once a quarter to volunteer their services to a food pantry or organizations such as Habitat for Humanity”.
  • Offer Sabbaticals.  While this could be difficult to pull off in this economy, “consider offering a month off every three years for employees to do what they wish as unpaid leave- with the ultimate goal of recharging their batteries”.
  • Offer the Opportunity to Work Remotely.  In our tech savvy work it is not difficult to set an employee up with a laptop and single reach phone for mobile, office and home numbers.  Inexpensive, quality webcams are readily available and relatively inexpensive.  Consider giving employees the option to work from home once a week.

All these perks may not be feasible for every company and are no replacement for the “tried and true vehicles for engagement, such as helping to develop solid managers and fostering open communication”, according to Teri.  Many though are low cost options to let employees know they are valued members of the organization as a whole.  Perhaps a consideration for your company would be to put together a task force to weigh what options will work best in your environment.  Times are tough, but it is never impossible to let your employees know that they are valued.  A bit of creativity goes a long way.

PS – When was the last time you measured your employee engagement?

Leave a Comment

Filed under Business, employee communication, Employee Engagement, Employee Motivation, Employee Surveys, Human resources, Labor Relations, Leadership, Management