Research consistently demonstrates that the majority of employees are not engaged or actively disengaged. Disengagement is related to higher absenteeism rates, lower productivity, and increased likelihood of safety incidents.
In the ‘great resignation’, employees are more likely than ever to leave companies where they do not feel they are being able to work to their strengths, have values that align to that of their employer, or feel that their contribution is valued.
The default approach to performance management is to identify weaknesses, or ‘opportunities for development’. Managers and people professionals typically lack appropriate language to describe strengths or help employees make the most of their strengths.