The unfortunate reality is that not all of your employees are going to be engaged. You can institute every program imaginable - there will always be a subset of your organisation that do not Say positive things about your company, do not feel motivated to Strive to give extra effort, and do not intend to Stay with your company. All the same, this shouldn’t deter you from creating a culture of engagement.
However, there is perhaps a worse alternative to having a subset of disengaged employees. Imagine if your employees were not Saying and not Striving, but also had every intention to Stay with your company. These are not your typical disengaged employees. They are the employees who are disengaged at work but also are not looking for other jobs and have little motivation to either improve or move on. These employees who intend to stay with the organisation despite being disengaged are who we refer to as “Workforce Prisoners.” They lack the motivation to give their best and have no intention of leaving.
These employees represent about 8% of the global workforce. That may not seem like a lot, but consider this: in an organisation of 5,000 that means that there are, on average, about 400 Prisoners. That’s 400 employees who are keeping you from achieving your goals. Our goal in Aon’s Global Culture & Engagement Practice is to “accelerate people to the extraordinary” and these Prisoners do quite the opposite – it’s like trying to move your boat with the anchor still dropped. These Prisoners represent a critical outlier to consider when creating a culture of engagement.
Using real client examples, this white paper investigates who these Prisoners are and what we know about them. We also provide key actions on how to manage your own organisation’s Prisoners.