*Less than a quarter (24%) of employees in Australia are engaged
Employee engagement has not budged in a decade
Measuring engagement isn’t sufficient to improve it
Australia has an employee engagement crisis, with serious and potentially lasting repercussions for future innovation and the economy. *Gallup has tracked employee engagement since 2000.
According to Gallup tracking, 24% of employees in Australia are engaged–meaning they are involved in, enthusiastic about and innovating in their work and workplace.Â
Though companies and leaders worldwide recognize the advantages of engaging employees–and many have instituted surveys to measure engagement — employee engagement has barely budged in well over a decade. Why aren’t the numbers moving?
Technology makes it easy to create an “employee survey” and call it an engagement program, which allows a company to fulfill an apparent organizational need and “check a box.” But metrics on their own don’t drive change or increase performance. Many of these survey-only approaches measure employee perceptions and provide metrics instead of improving workplaces and business outcomes.
In reality, when companies focus exclusively on measuring engagement rather than on improving engagement, they often fail to innovate the necessary changes that will engage employees. These shortcomings include:
- viewing engagement as a survey or program instead of as an ongoing, disciplined method to achieve higher performance
- focusing more heavily on survey data or reports than on developing managers and employees
- defining engagement as a percentage of employees who are not dissatisfied or are merely content with their employer instead of a state of strong employee involvement, commitment and enthusiasm
- relying on measures that tell leaders and managers what they want to hear — “We’re doing great!” — rather than research-based metrics that set a high bar and uncover organizational or management problems that are hindering engagement and performance
- “feeding the bears,” or measuring workers’ satisfaction or happiness levels and catering to their wants, instead of treating employees as stakeholders of their future and their company’s future