Busting three myths of employee engagement and leadership (Whitepaper)

Human Resource | Sectors   |   
Published February 27, 2015   |   

Doing more with less has become familiar to many of us—and our workforce is no exception. The World Bank estimates global GDP grew 2.3% in 2012, with expected continued moderate growth in 2013 (The World Bank, 2013). Much of this growth is driven by the human side of the equation. Between 2011 and 2012, 90% of countries saw an increase in productivity i.e., GDP per capita (IMF World Economic Database, 2013). Since 1993, revenue per employee has seen a 3.2% compound annual growth rate compared with little to no growth in revenue per cost of goods sold or per invested capital (CEB, 2013). These facts illustrate what most leaders know: companies (and countries) should be able to do more with the employees they have. Employee engagement is increasingly seen as a fundamental mechanism through which to attain superior organisational performance (IBM, 2013). Fundamentally, organisations can do more with more engaged employees.
Presented in this report are insights into the global state of employee engagement based on one of the biggest employee research databases ever assembled. These insights help provide a roadmap for driving productivity through engagement of people.
Armed with these big data, we identified three key findings that can challenge some of the commonly held beliefs concerning employee engagement and leadership.
To keep reading, download this whitepaper.