I left the NAEM EHS Management Forum last October wanting to yell, “there is a huge bottom line impact from poor leadership…why do we tolerate it!?”
As examples from my session notes, we heard:
- Employee disengagement is a $250 billion opportunity
- The highest risk factor for workplace absence from back pain is relationship with direct supervisor over the last 3 months
- The speed of return to work for “older” workers is directly influenced by quality of health care and relationship with direct supervisor
Please allow me to share some recent research from the Gallup Organization that builds upon the details I shared in my September blog and makes the case for good leadership….that includes leadership that engages the heart of people… even more stridently:
- 75% of voluntary turnover can be influenced directly by the direct supervisor
- The top 2 predictors of future employee turnover are relationship with the direct supervisor and poor job fit
From what I’m seeing there has been little increase in the number of “engaged” employees in our workplaces since the Gallup research began over 10 years ago.
Of course during this period, and especially with the recent market dive, we’ve become fascinated with bottom line impacting methodologies like Lean Manufacturing, Six Sigma. We seem to be ignoring some low lying fruit here. Why is this do you think? What should we be doing to increase the leadership effectiveness of current and future EHS leaders? What are some practical steps that can be taken now to increase employee engagement? In an economic climate where costs need to be cut wherever possible, I believe investing in good leadership might be one of the biggest savings opportunity we’ve seen lately.