Dr Mark Powell, one of the co-authors of this article, is an unusual beast: a dancing management consultant. Mark has worked at partner level at several consultancies, including Accenture, KPMG and A.T. Kearney. He is also a world championship-winning Latin ballroom dancer, winning the WDC Open World Over-35 Latin Championship for two years running while he was a partner at KPMG.
The workplace drumbeat has been loudly beating about the advantages of employee engagement for several years now.
And why not? Who wouldn’t want employees who are so connected to their job and their organization that they would go above and beyond the call of duty to do whatever is needed without being asked to do it? That all sounds too good.
Improving engagement has been the Holy Grail of many organizations, fueling a giant cottage industry of consultants and organizations that supposedly could help you and your company improve engagement, and in turn, the bottom line.
Employee engagement is a hot topic in business these days, and for good reason. To put the issue into stark perspective, here are two statistics for you: 70% of U.S. workers have been found to be either not engaged or actively disengaged at work (Source: Gallup “State of the American Workplace” 2014 report); and increasing employee engagement investments by 10% can increase profits by $2,400 per employee, per year (Source: Workplace Research Foundation). Corporate learning researcher and advisor, Josh Bersin of Bersin by Deloitte, notes that “engagement has not gone up for the last 20 or 30 years.”