If you have looked around lately, you will notice that things aren’t the same. The twenty-first century presents us with combinations of speed and complexity that we have never seen before. We call it the new normal because the old normal is gone forever. The old way of doing things is not coming back. For most of us, it has been painful. The consequences of new normal are reaching down and having an impact not only on organizations, but on individual employees.
Imagine that you work for the most benevolent organization on earth – an organization that believes in and practices fanatical employee support. The organization has anointed you with a big title, a big office, and a big salary. It assigns people to clean your house, do your laundry, and file your tax returns. There are music lessons for your kids, personal trainers and home decorators, unlimited spa treatments, and extended family vacations. Not least, you have a great boss. In the history of the world, there has never been a more successful organization, and you are exquisitely blessed to be right in the middle of it.
So let’s ask: Are you engaged? Are you passionately connected and actively participating in the organization and the work you do? Do you bring your best game to work every day? The answer to all this is that even in these circumstances, you have only a 25 percent chance of being highly engaged.
The organization may lavish you with perks, but those perks don’t hold the key to engagement. Feeding the pleasure center of the brain through extrinsic rewards doesn’t engage a person and bring real, lasting fulfillment. At best, it creates short-term pleasure or hedonic well-being. This is a very different thing from true and sustained engagement.
Most employees are either bored or burned out. Most are disengaged. Even when organizations practice fanatical employee support, they still have huge numbers of disengaged employees. Why? This is what we need to know. But instead of asking disengaged employees why they are disengaged, it is rather preferred to ask the engaged employees about what makes them engaged.
Tons of organizations rise and fall more quickly in the new normal. The average span of competitive advantage is shorter. You don’t know what’s coming next. Most organizations are doing their best to be competitive and take care of their employees, but they can’t make promises. Who can promise job security? It’s simply not something that’s within the control of most organizations, yet it’s the highly engaged that have the best claim on job security. Unsurprisingly, they are the ones who find the opportunities to grow, develop, and advance.
“Our plans miscarry because they have no aim. When a man does not know what harbor he is making for, no wind is the right wind.” – Seneca the Younger, Roman statesman.
About the Author:
Qandeel works as a Client Facilitation Manager – Consulting Solution at Learning Minds Group. She graduated from Iqra University with her Masters in Human Resources, she has the ability to identify problems and provide innovative solutions. She is someone who can switch from leading the conversation to being the quiet listener and thinker.