CEOs and CSOs! Is delivering higher performance about stress and burnout or is it about increasing engagement?

“Today’s market pressures make it more important than ever to have the right workforce in place to drive positive results across an enterprise– from sales and customer service, to production and executive management,” said Robert Morgan, SHL President and CEB General Manager. “In fact, global executives believe the key to delivering profitable growth is a 20 percent increase in staff productivity.Stress-under-a-microscope

More than 100 studies have affirmed the connection between employee engagement and performance, but the Towers Watson 2012 Global Workforce Study — 32,000 employees across 30 countries — makes the most powerful, bottom line case yet for the connection between how we feel at work and how we perform In a broader analysis of 50 global companies, Towers Watson found that companies with low engagement scores had an average operating margin just under 10 percent. Those with high traditional engagement had a slightly higher margin of 14 percent. Companies with the highest “sustainable engagement” scores had an average one-year operating margin of 27 percent.  Among sustainably engaged employees a staggering 74 percent in the study believed senior leaders had a sincere interest in their well-being. Only 44 percent of traditionally engaged employees felt the same way, while only a miniscule 18 percent of disengaged employees felt their managers genuinely cared about their well-being. No single behavior reliably influences the quality of people’s energy than feeling valued and appreciated by their supervisor.

I let you connect the dots…

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