Re-igniting Job Passion in Disengaged Employees

Although corporations constantly assess threats to their businesses by keeping an eye on their competitors, by watching the ever-changing economic climate, or focusing on foreign markets, one potential source of danger which many corporations often fail to recognize exists from within — from their disengaged employees: those individuals whom have seemingly lost their passion for their jobs. Disengaged employees can wreak havoc within an organization. Their dissatisfaction can be contagious and can spread much like wild fire throughout the entire business. These individuals do their best to turn engaged colleagues against the organization, and aren’t happy until they have done so. Additionally, their impact has been linked with such metrics as decreased employee retention, decreased customer loyalty and losses in revenue.

Most disengaged employees don’t start out this way. When newly hired most employees are usually quite excited about the possibilities inherent in a new position, and are often anxious to take on new responsibilities. So, what causes so many employees to become so disillusioned, so disengaged?

Scholars whom have studied this phenomenon tell us this happens when employees start to feel that their needs or expectations are not being met by their organization’s management. Many start to rethink having accepted their current position, and even start to think about leaving the organization. More commonly and far more costly, many of these disengaged individuals will remain with the company, but cease being productive.

What can management do to keep employees passionate about their jobs? The first step is recognizing those individuals whom appear to be less productive than usual, or those whom appear to have lost their job spark. Management should ask employees questions such as: (1) Does the employee have the materials and equipment he or she needs to perform his or her job, or (2) Is the employee clear about what is expected of him or her on a daily basis? Making sure that employees know what options are available for personal and professional development may also be beneficial.

Conducting Staff Satisfaction Surveys is another way in which management can assess employee engagement. Surveys may be conducted annually, or as needed. Satisfaction surveys help to assess the organizational climate when it comes to employee/employment issues. They can provide insight to management about how employees feel about their jobs and the organization as a whole. More importantly, satisfaction surveys may also reveal other areas of concern that may need addressing.

Some say that non-profit organizations tend to employ more engaged individuals due to their mission-driven focus than for-profit organizations. Whether this is true or not continues to generate debate in many circles. It is true that most individuals who work in non-profits do so because they are passionate about what they do, and gain much satisfaction from providing service to others. However, no organization is exempt from employee disengagement.

Yet, many managers underestimate the threat from disengaged workers. Clearly, focusing solely on the organization’s financial bottom line, and ignoring the needs of employees can be detrimental to the organization in the long run. Likewise, is thinking that so-called stop-gap solutions like better benefits or offering incentives will fix staff problems.

While there are no easy solutions for banishing employee disengagement, by recognizing the employee needs listed below, and addressing them is a step in the right direction:

• All employees need to know that what they do is meaningful. When employees understand how their job contributes to the success of the company, they tend to feel a part of the team.
  
• All employees need to feel respected. All employees need to feel valued as a person.
  
• Most, if not all individuals have an innate desire to learn and grow. Assigning employees tasks that will allow them to utilize their skills, creativity or their strengths allows them to be active contributors.

Experts also recommend that management brainstorm with employees, as well as all other stakeholders on ways to reignite passion for what they do. Additionally, all employees should be held accountable for their portion of their organization’s accomplishments. However, until managers find ways to re-ignite passion for their jobs in their disengaged employees, these individuals will remain a threat to both their organization’s competitive advantage and business success.


Carol Gee

Carol Gee, M.A. has worked in education for 26 years in positions ranging from teaching to administration. Currently she is an editor and business writer at Goizueta Business School at Emory University. She is also the author of books, The Venus Chronicles and Diary of a ‘Flygirl’ Wannabe (Life Lessons of a Cool Girl in Training,) and a contributor to the baby boomer book, Age Smart-Discovering the Fountain of Youth at Midlife and Beyond. Carol is a recipient of the Center for Women’s 2009 Unsung Heroine Award for recognition of her dedication to issues that affect women at Emory or in the larger community.
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