Harvard Business Review’s Post

Intriguing research challenges the conventional wisdom linking employee engagement directly to productivity. Studies with Fortune 100 companies reveal a complex relationship: high engagement doesn't always mean higher productivity. This insight prompts a reevaluation of engagement metrics and their impact on business outcomes. It's a call to action for leaders to balance engagement with productivity initiatives, ensuring both are aligned with organisational goals. Well worth a read

How interesting to read a study that acknowledges "working hours certainly does not measure quality of work or actual productivity" and yet only quantifies productivity as working hours in its analysis! To assume longer hours equates to productivity is dangerous. There are studies widely available on the correlation of long hours and burnout, of burnout and declines in qualitative output, and of burnout and employee retention. Engagement is incredibly important in building community and culture at any company. Employees who are connected to the company culture have higher satisfaction rates--something well studied and correlated to customer satisfaction. Engagement leads to lower turnover rates--also studied and correlated to customer satisfaction (not to mention it's a factor that saves companies money!). Add DE&I to your engagement and you have improved thought diversity, a key factor in innovation. Diversity measures and engagement lead to improved psychological safety, yet another factor not only promoting quality output, but also supporting the overall well-being of employees! If your employees are engaged, your turnover is low, and your customer satisfaction is high--why would you want to arbitrarily assume working longer hours is a good thing and risk burnout? Longer hours may well indicate workloads that are out of balance, systems that are not optimized for efficiency, and processes with wasted non-value adding steps. Putting the very important employee aspects aside, the goal of organizations should be quality output, customer satisfaction, and sustainable growth. If any of these require long working hours, it's time to dig into your gaps and make some changes!

How can you maximize engagement without encouraging “burnout” among your employee base. I’m happy to say I work for an outstanding leadership team that promotes a balanced approach and maintains a strong focus on maximizing engagement. Robert Matura Gary Culp. From HBR article; “𝓦𝓮 𝔀𝓮𝓻𝓮 𝓼𝓾𝓻𝓹𝓻𝓲𝓼𝓮𝓭 𝓽𝓸 𝓯𝓲𝓷𝓭 𝓪 𝓻𝓮𝓵𝓪𝓽𝓲𝓿𝓮𝓵𝔂 𝓵𝓪𝓻𝓰𝓮 𝓹𝓸𝓹𝓾𝓵𝓪𝓽𝓲𝓸𝓷 𝓸𝓯 𝓮𝓶𝓹𝓵𝓸𝔂𝓮𝓮𝓼 𝔀𝓱𝓸 𝔀𝓮𝓻𝓮 𝓱𝓲𝓰𝓱𝓵𝔂 𝓮𝓷𝓰𝓪𝓰𝓮𝓭 𝓫𝓾𝓽 𝓱𝓪𝓭 𝓻𝓮𝓵𝓪𝓽𝓲𝓿𝓮𝓵𝔂 𝓵𝓸𝔀 𝔀𝓸𝓻𝓴𝓲𝓷𝓰 𝓱𝓸𝓾𝓻𝓼.” #cignahealthcare #engagement

The article by Harvard Business Review refers to the Gallup employee engagement Q12 survey. When you read through the 12 questions, there is a common theme around the employees' expectations. This leads to a solid company vision, values, and differentiator. Then, and this is where the breakdown most often happens, leadership has to convey and implement those ideas to their teams. This is how and where the expectations will be set and where alignment will take shape. Without alignment between the company, leadership, and employees, any organization would be hard-pressed to have good employee engagement activity. Gallup Q12 link: https://lnkd.in/eecTir-S

Engagement and productivity do not go hand in hand. Some insightful research and conclusions.

Worth reading. It is essential to focus on the tasks that contribute to the overall objectives and outcomes, rather than just staying occupied. Prioritizing tasks, managing time effectively, and maintaining a clear sense of purpose leads to productivity. #timemanagement #productivity #improvement #prioritymanagement #hbr

Excellent, quick read!! Where does your company fit in the FOUR QUADRANTS?? I have worked at length in the corporate subsidiaries for both Porsche AG and Toyota Motor Corporation. Both great companies but NOT in the same quadrant!! Porsche Cars North America, Toyota Canada Inc. #leadership #performance #productivity #culture

#BeingEngaged at #Work Is Not the Same as #BeingProductive by Ryan Fuller and Nina Shikaloff February 16, 2017 🌳💫Summary 💫🌳: 💫⭐️💫The holy grail of today’s #workplace is #highemployeeengagement. 💫⭐️💫According to #Gallup’s research, about #onethird of #USemployees are engaged on the job. 💫⭐️💫That number drops to 13% worldwide, and has held steady for years. 💫⭐️💫But #engagement is often an #ambiguousterm and could represent either #jobsatisfaction, #emotionalinvestment, or #advocating for the company. 💫⭐️💫While many studies suggest that increased employee engagement leads to #improvedbusiness results in #aggregate, a deeper look at the data suggests that : 👩🏻🦱“this may not always be true at an #individuallevel”. 👨🏽 💫⭐️💫A study of two #Fortune 100 companies finds that whether employees’ #engagement #correlates with the #numberofhoursworked varies by company. #Employees can be highly engaged but work relatively few hours, so #managers should invest in #creating a #culture of both : #engagement & #productivity” 💻⌚️🧑🏼💻👩🏽💻🧠👩🏽💻🧑🏼💻⌚️💻 #HBR #Management #Managers #hoursofwork #produce Gaël Chatelain-Berry Manuela Dhedin Emilie Cleach François Delivré Laurent Deleville Laurence Besançon

Majority of engagement surveys are biased and you get answers on what you ask (which may be irrelevant to employees). This practice should be replaced by bottom-up employee surveys (as tal&dev we developed that and can help progressive employers that want to partner up).

A great article to dive into the complexities of employee engagement and productivity and to discover how companies can optimize both variables for organizational success. #WorkCulture #BusinessPerformance #EmployeeMotivation #EmployeeEngagement