{"id":362917,"date":"2025-04-10T11:58:21","date_gmt":"2025-04-10T15:58:21","guid":{"rendered":"https:\/\/chiefexecutive.net\/?p=362917"},"modified":"2025-04-10T11:58:23","modified_gmt":"2025-04-10T15:58:23","slug":"worker-disengagement-is-real-how-to-improve-employee-well-being","status":"publish","type":"post","link":"https:\/\/chiefexecutive.net\/worker-disengagement-is-real-how-to-improve-employee-well-being\/","title":{"rendered":"Worker\u00a0Disengagement\u00a0Is Real\u2014How to Improve Employee Well-Being\u00a0"},"content":{"rendered":"\n

When Elon Musk took over Twitter, he gave employees an ultimatum: either sign up for \u201clong hours and high intensity\u201d or leave. Hundreds quit<\/a>. <\/p>\n\n\n\n

Work environments that largely stress efficiency while devaluing employee well-being are contributing to an epidemic of worker\u00a0disengagement. Where there\u2019s disregard for employees\u2019 needs or opinions, people feel frozen out, and therefore feel no allegiance to the company.<\/p>\n\n\n\n

The worldwide cost of employee\u00a0disengagement\u00a0in terms of lost productivity has\u00a0reached $8.9 trillion<\/a>\u00a0a year\u2014equal to 9 percent of global GDP. Conversely, organizations with engaged workers report\u00a023 percent higher profits<\/a>.\u00a0<\/p>\n\n\n\n

Today\u2019s intense focus on personal well-being at work began during the Covid pandemic. The simultaneous impact of change, loss and uncertainty triggered workers to reassess their personal values and objectives. Employees had time for reflection and realized they were both disengaged from and unhappy in their jobs.\u00a0<\/p>\n\n\n\n

Less than one year into the pandemic, a recorded 47.8 million U.S. workers had quit their jobs. Some\u00a093\u00a0percent\u00a0of employees<\/a>\u00a0stated that their\u00a0well-being at work was\u00a0as important as\u00a0their salary, and \u201cthe organization cares about employees\u2019 well-being\u201d was in the\u00a0top three criteria<\/a>\u00a0among all generations when looking for an employer\u2014and first among Millennials and Gen Z workers.\u00a0\u00a0\u00a0<\/p>\n\n\n\n

Businesses that hope to survive disruption and retain a skilled workforce must recognize that their survival depends upon healthy, productive employees\u2014and therefore that employee well-being needs to be a central focus.\u00a0<\/p>\n\n\n\n

In particular, leaders must address four identified causes of disengagement, including:<\/p>\n\n\n\n

1. Having to do more with less.<\/strong>\u00a0The mantra \u201cdoing more with less\u201d came to dominate company culture following the global financial crisis in 2007, and it lingers to this day. Many organizations focus exclusively on targets and performance, and individuals are expected to keep up. Being asked to do more with less in the interest of efficiency becomes incrementally more difficult. Organizations that do more taking than giving are exhausting the asset they most depend on\u2014their skilled workers. When employee well-being is overlooked in favor of long hours, little flexibility, and poor work-life balance, stress and fatigue are inevitable.<\/p>\n\n\n\n

A healthier, more meaningful approach involves reimagining company culture so that it enables psychological safety, fosters engagement in ways that are both energizing and rewarding, and puts employee well-being into practice. It also allows room for workplace learning and professional development so that workers feel valued enough for their employer to invest in them.\u00a0\u00a0<\/p>\n\n\n\n

2. A lack of workplace humanity.<\/strong> Humans are fundamentally social animals. We feel a need to belong. Yet speedy and strictly functional interaction compromises the meaningful personal connections we depend upon for our mental health. Reduced face-to-face contact has made it so that building relationships at work is much harder and this contributes to isolation at work. When our social nature is dismissed by leaders, fatigue, disengagement and reduced efficiency result.<\/p>\n\n\n\n

By disregarding the humanity of people and ignoring human elements of work\u2014such as personal fulfillment and team collaboration\u2014leaders alienate people and sideline satisfaction. Upper management must restore a meaningful sense of connection by recognizing and supporting our human need for authentic social connection.<\/p>\n\n\n\n

3. The rise of tech.<\/strong> Businesses are in constant competition, urgently seeking an edge over their rivals. Many organizational leaders believe they can achieve that edge via technology. Granted, in recent decades tech has enabled businesses to work faster. At the same time, this approach to work squeezes out breathing space and critical thinking. Now, as AI establishes itself in the workplace, employees are anxious about job security. Additionally, lack of familiarity with technology has proven daunting for many. <\/p>\n\n\n\n

The rise of workplace AI, if not carefully managed, leads to an erosion of trust. While much of tech is valuable and necessary in today\u2019s workplaces, leaders must ensure they don\u2019t leave people behind. Helping people adjust involves more than just training them in technical know-how. There\u2019s a concurrent need to prioritize and value humancentric contributions\u2014such as communication and creativity, along with critical thinking and emotional intelligence.<\/p>\n\n\n\n

4. The lack of employee autonomy.<\/strong>\u00a0Workers\u2019 need for personal autonomy in their\u00a0jobs requires employers to accept, value and trust individual workers. High-trust companies hold people\u00a0accountable without\u00a0micromanaging them. They treat people like responsible adults.\u00a0<\/p>\n\n\n\n

Companies that ask people to\u00a0do\u00a0more\u00a0with less\u00a0in a workplace\u00a0with\u00a0less\u00a0humanity than is healthy,\u00a0while favoring tech over employees and eroding autonomy, struggle to attract people to corporate well-being offerings.<\/p>\n\n\n\n

But companies\u00a0that\u00a0are authentically\u00a0committed\u00a0to employee\u00a0well-being create\u00a0a\u00a0healthy workplace\u00a0with\u00a0a\u00a0culture\u00a0built\u00a0on belonging\u00a0and\u00a0trust.\u00a0In turn, they\u00a0create\u00a0a\u00a0motivated\u00a0and engaged workforce\u00a0that is reliably\u00a0creative\u00a0and\u00a0resilient, as well as\u00a0skilled\u00a0in self-management and communication.\u00a0In\u00a0such an\u00a0environment, people feel \u201cre-humanized,\u201d trusted and ready to fulfil their potential.<\/p>\n","protected":false},"excerpt":{"rendered":"

Businesses that hope to survive disruption and retain a skilled workforce must recognize that their survival depends upon healthy, productive employees\u2014and therefore that employee well-being needs to be a central 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Parry","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/chiefexecutive.net\/#\/schema\/person\/image\/","url":"https:\/\/secure.gravatar.com\/avatar\/2ea20619ea3117281f6390156d49a3236d899fcd646878b8d2153cedc1d55d8a?s=96&d=https%3A%2F%2Fchiefexecutive.net%2Fwp-content%2Fthemes%2Fhello-elementor-child%2Fimages%2Fce-gravatar.jpeg&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/2ea20619ea3117281f6390156d49a3236d899fcd646878b8d2153cedc1d55d8a?s=96&d=https%3A%2F%2Fchiefexecutive.net%2Fwp-content%2Fthemes%2Fhello-elementor-child%2Fimages%2Fce-gravatar.jpeg&r=g","caption":"Nick Smallman and Dan Parry"},"description":"Nick Smallman is Founder and CEO of Working Voices, a consultancy and training provider. For the last 25 years he has been advising global blue-chip clients on engagement, productivity, and retention. He is based in London, UK. Dan Parry is the Head of Communications at Working Voices. He began his career as a broadcast journalist and has more than 30 years' experience in the media. He is based in London, UK. Their new book is, Engaging Teams: How to Use Social Wellbeing to Boost Performance, Retention, and Culture (Kogan Page, March 25, 2025). Learn more at workingvoices.com.","url":"https:\/\/chiefexecutive.net\/author\/smallmanparry\/"}]}},"_links":{"self":[{"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/posts\/362917","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/users\/31775"}],"replies":[{"embeddable":true,"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/comments?post=362917"}],"version-history":[{"count":1,"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/posts\/362917\/revisions"}],"predecessor-version":[{"id":362918,"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/posts\/362917\/revisions\/362918"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/media\/362919"}],"wp:attachment":[{"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/media?parent=362917"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/categories?post=362917"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/chiefexecutive.net\/wp-json\/wp\/v2\/tags?post=362917"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}