Toward Higher Efficiency Inside the Fabric of a Competitive Work Environment
It seems that the lack of employee engagement is a major factor contributing to the huge turnover rate phenomenon, especially that this unprecedented disturbance in employee retention success is happening across the world rather than being limited to a specific region or country!
While senior management keeps on debating the reasons behind the mass voluntary employee turnover rates, HR teams are channeling all the necessary efforts to bring fresh legs, which is causing tremendous damage to strategic operations sustainability even in some of the largest key players in the world.
Employee engagement reduces turnover because engaged employees are less likely to leave their jobs. This helps organizations avoid the high costs associated with turnover that result from the recruitment and onboarding of new employees, loss of productivity, and effects of disengagement on performance.
Based on the basic understanding of employee engagement, it is evident that engagement inside the workforce reduces turnover as engaged employees are less likely to leave their jobs, which contributes to lifting the burden of unnecessarily high costs associated with turnover and the other related costs, including the recruitment and onboarding processes.
VOLUNTARY TURNOVER
Opportunity or Threat?
Voluntary turnover could be defined as an intrinsic driver inside the fabric of the workforce accelerating their decisions of giving up on their positions through resignation. Despite the fact that voluntary turnover could be seen as a fairly advantageous opportunity to hire new, talented employees who shall contribute later to the organizational development, it is always associated with complex costs for a company impacting its productivity over time.
IMPLICATIONS & RESULTS
Turnover is Just the Tip of the Iceberg
Inconvenient leadership and disengaging organizational cultures, in addition to burnout and lack of growth opportunities, are key factors contributing to the low engagement rates among employees in a workforce driving higher voluntary turnover rates.
Other implications of the aforementioned factors could lead to even worse results, including toxicity in the workplace environment and a consistently low performance, which in turn, leads to exceptionally poor outcomes on the execution level and the business-as-usual needs.
As you might have already observed, disengaged employees tend to just “do” their work while being disinterested in it, which means that they become more vulnerable to missing deadlines or falling into common mistakes in day-to-day management, such as poor communication. Additionally, disengagement in the workplace is often associated with less ownership and accountability.
REFLECTIONS ON THE ISSUE
Redefining Employee Engagement
The reasons driving poor employee engagement are prompting new reflections on the issue. Currently, more HR professionals than ever are reconsidering the methodology they follow when it comes to establishing a clear connection with the workforce as more aggressive shifts are occurring in the nature of different markets.
It seems that effective employee communication plays an integral role in maintaining high levels of engagement across a wide spectrum of functions.
A company can seamlessly counter employee disengagement with career development and tailored employer advancement programs. However, the disassociation caused by the lack of clear message dissemination could never be addressed without a thoroughly developed communication approach regulating the migration of key focus points between the top management and the execution layers.
Based on such approach, different enterprises of different sizes could seamlessly build a solid relationship between their employees and their organizational culture.
Through this unique tie-up, internal communication becomes pivotal in leveraging the overall value of employee engagement inside the fabric of a workforce.