Engagement Is Not Enough: You Need Passionate Employees to Achieve Your Dream

Reading is fun. But not every book is really worth reading it – especially when it comes to business books. Therefore I already started the “Book of the Week” Series, where I share comprehensive abstracts on my favourite books.

Now I want to start another series called: “Business Books” – featuring information on books in a more compact way. Today I would like to present you “Engagement Is Not Enough: You Need Passionate Employees to Achieve Your Dream” by Keith Ayers (2008).

Synopsis
Corporate leaders must constantly assess the threats to their business. Often times, leaders look externally to foreign markets, the economy, or competitors as the most likely source of danger. However, the most serious threat to a business may emanate from an internal source —disengaged employees. In Engagement Is Not Enough, Keith Ayers details the steps a manager must take to engage employees and inspire passionate team members. Managers of teams large and small will learn how to create a team composed of committed employees who understand the meaningfulness of what they do and how their role contributes to their company’s success. Employee disengagement is a very real problem for businesses of all sizes.

Curt Coffman and Gabriel Gonzalez-Molina, Pd. D. report the average employee engagement figures for the United States as: 30 percent engaged, 54 percent not engaged, and 16 percent actively disengaged. In organizations where an average number of employees are engaged, between 30 and 50 percent of the payroll is going to employees who at some level are disengaged from their work. “The not engaged employees and, to a larger degree, the actively disengaged employees are very costly, taking their pay and benefits and then working against the best interests of the organization. They spread their discontent and do their best to turn the engaged employees against the organization as well.” The first six months with an organization are critical.

The decline into disengagement starts when employees believe that their expectations are not being met .They begin to wonder if they made a mistake in their choice of employment, and then, other disengaged employees take advantage of that doubt by confirming that the company will never meet any employee’s expectations. Without intervention, disillusioned new employees will start thinking about leaving and might even begin to look for a new job, or more commonly and costly, they will switch off, while remaining with the company.

Business_Books_Teaser


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