And just as our focus is on creating the highest levels of Employee Engagement that we can, Harvard come up with the risks of achieving it!
On our journey to make our work places enviable environments to be and our teams becoming more engaged, this article provides some good risk factors to be aware of. For starters, it is clear that having a team of pure happy optimists is more likely to deliver negative results for your business in the long run and it is necessary and prudent to have a good balance between Pessimists (I call them realists) and Optomists. It is the Realists who will keep the business focused on consistently creating a competitive advantage over your competitors and will give you a nudge whenever you start to become complacent and at risk of taking your eye off the ball. This group are restless and always worried about the hidden dangers that could emerge at any time.
The other potential concern of High Employee Engagement is the risk that your employees are so engaged that they live to work and forget what is really important in life and burnout is around the corner.
Although employee engagement has become something of an HR fad, it would be hard to deny that it matters. In fact, robust meta-analytic studies show that higher levels of engagement boost employee wellbeing, performance, and retention. For example, engaged business units tend to deliver better performance, as measured in terms of revenues and profits, and organizations with enthusiastic employees tend to have better service quality and customer ratings. That said, engagement doesn’t always seem to add up. For starters, the correlation between engagement and performance outcomes is far from perfect, which means that many engaged individuals and teams are not delivering the results that leaders expect. By the same token, some leaders will find that their best performing teams are often amongst the least satisfied. How can this be?