Dale Carnegie Training®, the international leader in
performance improvement and corporate training, releases new findings on employee
engagement. The study, commissioned in honor of Dale Carnegie
Training's 100th Anniversary, unearths the vital factors that
contribute to workplace success in relation to engaged employees.
Past studies on engagement primarily focus on the positive ways engaged
employees can impact a company's productivity and profits. The Dale
Carnegie Training study is different because it is aimed at
understanding and identifying the following three factors that drive
The first and most dramatic finding shows that if an employee is
dissatisfied with their immediate supervisor, there is an 80% chance
that they are disengaged. This statistic reinforces the
significance of building positive relationships in the workplace.
Similarly, having a "caring" manager is one of the key elements to a
positive and successful employee
engagement strategy. Employees want to feel valued and have their
manager take an interest in their personal lives, health and well-being.
The second driver that impacts employee engagement is a belief in senior
leadership. Employees are inspired by having role models that encourage
goal achievement, contributing to positive engagement and a better
overall workplace environment. Finally, employee engagement is highest
among those who take pride in working for their company. The study
identified the following four characteristics needed for engagement: enthusiasm,
empowerment, inspiration and confidence.
"The results of the employee engagement study are compelling because it
confirms what our clients have been telling us for the past 100 years,"
remarks Peter Handal, CEO of Dale Carnegie Training. "The
study confirms that the four emotions found are those we stress,
allowing people to feel valued and hence feel engaged with their
Key Survey Results
Wile less than a third of employees are engaged some groups of
employees are more engaged than others.
Disengaged employees are 2 1/2 times more likely to leave for ANY
level of pay increase compared to those employees that are engaged.
26% of Engaged Employees would leave their current job for just a 5% pay
increase.46% of Partially Engaged Employees would leave their
current job for just a 5% pay increase.69% of Disengaged Employees
would leave their current job for just a 5% pay increase.
Employee engagement rates are directly tied to feelings about
interaction with their immediate supervisor.
49% of employees who were satisfied with their direct manager where
engaged.80% of employees who were very dissatisfied with their
immediate supervisor were disengaged.28% of employees felt a
negative emotion from their inaction with their supervisor, only 10% of
these employees were engaged. 53% of fully engaged employees
say they learned a lot from their supervisor compared to 19% of people
who are not fully engaged. 62% of engaged employees say their
manager sets a good example compared to 25% of people who are not fully
engaged. 40% of employees that feel empowered by their
supervisor are engaged.
Personal lives are no longer off limits. Managers that are
viewed as caring about employees personal lives are more engaged.
66% of employees believe their manager does not care about their
personal life. 54% of employees are engaged when they believe
their manager cares about their personal life.17% of employees are
engaged when they believe their manager does not care about their
Senior leadership's actions also have a direct impact on employee
61% of employees who have confidence in the leadership abilities and
think that senior leaders are moving the organization in the right
direction are fully engaged.61% of employees who say they are
satisfied with the amount of input they have in decisions affecting
their work are engaged.60% of employees who feel they have an
impact on the direction of the company are engaged.Employee
Engagement levels are twice as high among employees who say they are
proud of contributions their organization has made to the community.
This survey of employees was conducted between February 2012 and April
2012 by MSW Research on behalf of Dale Carnegie Training. Participants
included 1,500 employees ages 18 to 61+.
About Dale Carnegie Training®
Dale Carnegie Training® partners with middle market and large
corporations as well as organizations to produce measurable business
results by improving the performance of employees with emphasis on leadership
skills, sales, team building and interpersonal relations, customer
service, public speaking and presentations and other essential
management skills. The courses are available in 30 languages throughout
the world; they cover the entire United States and reach over 85
countries. Dale Carnegie Training® includes as its clients
400 of the Fortune 500 companies. Approximately eight million people
have experienced Dale Carnegie Training®. Dale Carnegie
Training® was recently included in the prominent list of 20
companies as one of the Top Leadership Training Companies by
Carnegie's corporate training specialists work with individuals,
groups and organizations to design solutions that unleash your
employees' potential, enabling your organization to reach the next level
of performance. Dale Carnegie Training® offers public
courses, seminars and workshops, as well as in-house customized
training, corporate assessments, online learning and one-on-one coaching.
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