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Change the way the world works
The Cost of
Disengagement
to Your Company
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2
Engaged employees give a company its greatest competitive advantage.
But retaining top talent may require you to reconsider the way that
you think about employee engagement. After all, in today’s business
environment working for you isn’t the only option your employees have.
Disengagement costs the UK £52-£70 Billion per year in lost productivity.
Only 17% of the UK workforce is engaged, and 26% of the UK workforce
are actively disengaged. This is a higher disengagement level than any
other country in Western Europe. And what about the remaining 57%?
They’re not really engaged either, feeling no meaningful attachment to
their job and/or company.1
Now, more than ever, it is important for UK organisations to engage
their workforce. With 2014 annual job vacancies reported at 559,600 in
England (up 45% on 2009), and skills shortage vacancies nearly doubling
in the same period, a battle for talent is on the horizon, and recruiting,
retaining and engaging talent will be of paramount importance.2
Inside the Cost to Your Company
of Disengagement:
•	 Learn why competing in today’s business environment
is more difficult than ever and what you can do about it.
•	 Understand the true cost of employee disengagement and
how it affects business productivity, retention, absenteeism,
customer satisfaction and, ultimately, profitability.
•	 Discover actionable best practices, abandon old-school
engagement strategies and benefit from the resulting cost savings.
Growth is back.
Don’t let employee
disengagement
limit yours.
Denmark
Malta
Portugal
Spain
United Kingdom
Iceland
Ireland
Norway
Sweden
Switzerland
Germany
Slovenia
Austria
Italy
Luxembourg
Belgium
Finland
France
Netherlands
21%
19%
19%
18%
17%
16%
16%
16%
16%
16%
15%
15%
14%
14%
14%
12%
11%
9%
9%
ENGAGED
NOT
ENGAGED
69%
61%
65%
62%
57%
75%
65%
77%
73%
76%
61%
70%
74%
68%
72%
66%
76%
65%
80%
ACTIVELY
DISENGAGED
10%
20%
16%
20%
26%
10%
20%
7%
12%
8%
24%
16%
12%
18%
14%
22%
14%
26%
11%
For results listed in this table, the margin of sampling error ranges from
+1 to +6 percentage points. See the appendix for a full listing of margin-of-
error estimates by country.
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Today, customers make their decision to continue doing business
with companies based on the level of service that they receive. They
need to know that the company representative they are dealing with is
empowered to help with any problems that arise during their transaction,
as well as post transaction. It is your employees who ultimately create
a pleasing - or not so pleasing - experience for your customers,
influencing your customers’ emotional relationship with your company.
Disengaged employees rarely own the customer problem, resulting
in 70% of UK consumers refusing to forgive bad customer service.5
International service company Serco demonstrated a direct relationship
between employee engagement and the Net Promoter Score (a measure
of customer loyalty). Contracts serviced by employees whose engagement
had improved over the year had NPS scores 24% higher than those
employees whose engagement had declined.6
So what should you do next? Simple. Empower your employees to
create more repeatable positive customer interactions.
•	 Align your employees’ daily habits with your customers’ needs.
Help your employees understand how customer interactions
benefit your bottom line.
•	 Recognise your employees for achievements as soon as they happen.
Did someone make a customer happy?
•	 Recognise them immediately, and so reinforce the behaviour that
	 made the difference.
•	 Provide the opportunity for customers to recognise your employees,
too, and make sure that employees receive that feedback immediately.
Disengaged employees make 100 times more errors than their engaged
colleagues8
. That’s 100 times more energy, time and money wasted
because of errors resulting from disengagement. Eliminate these errors
by reinforcing exceptional work, at the time, with recognition.
Recognising positive behaviour will ensure that it is repeated consistently.
HAVE YOU MEASURED
YOUR NET PROMOTER
SCORE (NPS) LATELY?
For the UK
economy to grow,
businesses will
have to focus on
customer service.
78% of the UK’s
GDP is derived
from the service
sector, with 70%
of UK employees
having direct
contact with
customers.7
(Institute of Customer Service)
16%
Percentage of customers who
will recommend your company
for average service3
84%
Percentage of customers who
would be happy to recommend
you for excellent service4
3
DISENGAGED EMPLOYEES COST YOU CUSTOMERS.
DISENGAGED EMPLOYEES ARE UNDERPRODUCTIVE.
Five Ways in Which Disengagement Threatens
Your Business and What You Can Do About It.
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Only 37% of employees have a clear understanding of what their
organisation is trying to achieve and why9
. Help your employees by
setting clear goals, communicating expectations and aligning them
to your core values and business objectives. Employees want to
be successful. If you can help them see a more complete picture of
success, you’ll see a direct impact on improved engagement.
Disengaged employees look for an escape route from the place they
hate most - their workplace. Even worse, your engaged employees (the
ones coming in to work and putting in extra, discretionary effort) have
to pick up the slack, with a detrimental effect on their own capacity.
When employees take time off ‘sick’, the organisation suffers from a
loss of productivity, as well as increased costs.
In 2013, PwC reported that sick days cost UK organisations nearly
£29 billion a year, with UK workers taking nearly double the average
number of sick days compared to the US.
Furthermore, a CBI report estimates that around 12% of UK sickness
absence is fraudulent.
There is a potential saving of at least £3.5bn if UK businesses can
prevent their employees from unjustified sickness leave.11
It’s not easy to tackle the absenteeism problem, but you can create
a culture in which your employees want to come to work because
they are highly engaged. Empower your employees to be successful
by creating a meaningful work environment in which they feel happy
and valued, every day. Include them at the front end of planning and
align them with business objectives. Give them additional context and
perspective so that they don’t feel like they're just taking orders but are
inspired, instead, by a workplace. with clear objectives and focus.
4
Disengaged employees take
2.3x more sick days than
engaged employees.10
Sick days cost
UK organisations
nearly £29 billion
a year.
THE COST TO YOUR COMPANY OF DISENGAGEMENT
DISENGAGED EMPLOYEES TAKE DAYS OFF “SICK”.
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The number one reason employees leave is a lack of recognition and,
according to a recent Harvard Business Review study, recognition also
has the largest impact on employee engagement.12
Yet 65 percent of employees do not feel recognised at work13
, and
when the leave, they take with them the knowledge, skills and
experience that are contributing to your success.
You should expect the cost of replacing an employee to be at least
one-fifth of their salary15
. This cost includes:
•	 Separation costs (exit interviews, severance pay etc)
•	 Increased overtime and other costs incurred in
existing employees covering a former employee’s duties
•	 Replacement costs associated with recruitment, such as
advertising, search and agency fees, screening of applicants,
interviewing, travel, etc.
•	 Settling-in costs, such as orientation, training, certification, etc.
5
Here’s the cost breakdown: let’s say your organization has 10,000
employees with an average salary of £30,000. If you experience a
reduction of voluntary turnover from 10.5% to 7.2%, you can expect
£2.2 million in net savings per year.
10,000 employees
per year net saving
£2.2 million
Turnover reduction
from 10.5% to 7.2%
£30,000 basic
salary
THE COST TO YOUR COMPANY OF DISENGAGEMENT
A recent StepStone
survey reveals that
74% of employees
rarely, or never
receive praise from
their managers.14
DISENGAGED EMPLOYEES WILL LEAVE YOUR COMPANY.
Source: Bersin  Associates, The State of Employee Recognition, 201216
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Engaged employees are 87% less likely to leave their organisations than disengaged employees17
. Do you
measure employee engagement? If not, now is the time to start. Find where you stand before attempting to
address the problem. Once you have a benchmark, create a plan and become more agile. Don’t wait to measure
engagement annually. Measure it on a continuous basis. Listen to employees and respond to them quickly.
So what should your next move be? Change the way that you drive engagement in your workforce. Make
it unimaginable for employees to decide to leave your company. Recognise achievements as soon as they
happen, as well as the behaviour that leads to positive action and exemplary results.
A report for the UK government shows that companies with low
engagement scores have operating income 33 percent lower than
companies with high engagement.18
Additionally, companies with
a highly engaged workforce experience a 19 percent growth in
operating income over a 12-month period.19
Don’t gamble when it comes to your workforce. There is a better way.
Engage, align and recognise your employees so that they settle into
the company and achieve greater success. Turn the page to find out
how to change the way that your business works.
6
Over a four year period
stores with improving
engagement had, on
average, delivered £62
million a year more sales
to the business than stores
with declining engagement.
Sainsburys has established
a clear link between higher
levels of engagement and
sales performance, with the
level of colleague engagement
contributing up to 15% of a
store’s year on year growth.
6
THE COST TO YOUR COMPANY OF DISENGAGEMENT
DISENGAGEDEMPLOYEESHAVEANEGATIVEIMPACTONPROFITABILITY.
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7
Disengagement is an ugly word. You know all about it, and you may
already have been aware of the toll that it takes on business success.
It is imperative to improve employee engagement, align employees to
company values and business objectives and create an environment of
instant recognition when employees are successful.
In January 2014, the unemployment rate in the UK showed a significant
drop over the previous year, down to 7.1% - lower than it had been in
the previous five years. As a result, top employers are facing a perfect
storm in the battle for talent.20
In order to triumph over disengagement, your business must abandon
outmoded engagement strategies and adapt to a new reality as a
future-focused employer.
Recruiting, retaining and inspiring top talent has never been more
essential. According to a City  Guilds Study reported by CIPD, 60% of
employers think that the UK is facing a skills shortage, and a third are
looking to recruit foreign talent to boost their workforce.
Every employee must be engaged, must be aligned with your business
objectives and must be recognised straight away for meeting their
objectives by their peers, their managers and even by their customers.
Unemployment Levels Since 2009
Source: ONS, BoE, Datastream, SG Cross Asset Research/Economics21
THE COST TO YOUR COMPANY OF DISENGAGEMENT
Triumph over disengagement
4%
6%
8%
10%
2009 2010 2011 2012 2013 2014
Unemployment rate
(Age group: 16+)
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8
The five all-important rules to remember
about disengagement
Disengaged employees lose you customers.
70% of UK consumers will not forgive a business following a
poor customer service experience.
Disengaged employees are not productive.
They make 100 times the number of errors as their
engaged colleagues.
Disengaged employees take time off ‘sick’.
Disengaged employees take 2.3x more sick days than engaged
employees.
Disengaged employees will leave your company.
Sixty-five per cent of employees leave because of a lack
of recognition.
Disengaged employees have a negative impact on profitability.
Disengaged employees cost an organisation approximately
£3,400 for every £10,000 in annual salary.
Keep all of these rules in mind when you consider the cost to your
company of disengagement. Don't leave it until later to make these
important changes. Engage your employees, align them to your business
objectives and company values, and recognise their achievements
as soon as they happen. These are the best ways to overcome costly
disengagement, retain your top talent and drive business success.
01
02
03
04
05
THE COST TO YOUR COMPANY OF DISENGAGEMENT
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9
Sources
1.	 Gallup, State of the Global Workplace,2013
http://www.ihrim.org/Pubonline/Wire/Dec13/GlobalWorkplaceReport_2013.pdf
2.	 Gov.uk, Skills survey shows job vacanvies and skills shortages increase., Jan 2014
https://www.gov.uk/government/news/skills-survey-shows-job-vacancies-and-skills-
shortages-increase
3.	 How disengaged employees create disengaged customers. PeopleMetrics Customer
Experience Strategy Blog.5 May 2011. Web. 10 Feb. 2014.
4.	 Lowenstein, Michael. Profitably linking employee behaviors to customer loyalty and
advocacy. Customer Think. 20 Nov. 2011. Web. 10 Feb. 2014
5.	 Business Reporter, 70% of UK consumers won’t forgive bad customer service, August 2013
6.	 Rayton, Bruce; Dodge, Tanith; D’Analeze, Gillian. The Evidence: Employee Engage-
ment Task Force Nailing the Evidence Workgroup. Engage for Success. 12 Nov 2012
7.	 Customer Service in the UK - A Review of 2013 and Predictions for 2014. Institute of
Customer Service. 2014
8.	 Global Workforce Study 2012. Towers Watson. 2012. Web. 10 Feb. 2014
9.	 The causes and costs of absenteeism in the workplace. Forbes.
10 Jul. 2013. Web. 10 Feb. 2014.
10.	 Engage for Success, The Evidence - Employee Engagement Task Force “Nailing the
evidence” workgroup, Nov 2012
11.	 Newshoot, How much is staff sickness affecting your business?, http://www.news-
hootscoaching.com/2014/02/19/how-workplace-coaching-can-reduce-staff-sickness-
absence-and-save-you-money/ - Feb, 2014
12.	 Harvard Business Review, The impact of employee engagement on performance, 2013
13.	 Harvard Business Review, The impact of employee engagement on performance, 2013
14.	 Engage for Success, The Evidence - Employee Engagement Task Force “Nailing the
evidence” workgroup, Nov 2012
15.	 Kruse, Kevin. Why employee engagement? (These 28 research studies prove the
benefits). Forbes. 4 Sep. 2014. Web. 10 Feb. 2014
16.	 Garr, Stacia, Bersin  Associates, The State of Employee Recognition in 2012, June 2012
17.	 Haydon, Reese. Show me the money: the bottom line impact of employee engagement.
TLNT: the business of HR. 11 Jun. 2013. Web. 10 Feb. 2014.
18.	 MacLeod, David  Clarke, Nita, Engage for Success: Enhancing performance through
employee engagement, July 2009
19.	 MacLeod, David  Clarke, Nita, Engage for Success: Enhancing performance through
employee engagement, July 2009
20.	 Engage for Success, The Evidence - Employee Engagement Task Force “Nailing the
evidence” workgroup, Nov 2012
21.	 Engage for Success, The Evidence - Employee Engagement Task Force “Nailing the
evidence” workgroup, Nov 2012
22.	 UK UNEMPLOYMENT RATE PLUNGES - And The Pound Is Surging,
http://www.businessinsider.com/uk-unemployment-rate-2014-1?op=1 - Jan 2014
23.	 UK UNEMPLOYMENT RATE PLUNGES - And The Pound Is Surging,
http://www.businessinsider.com/uk-unemployment-rate-2014-1?op=1 - Jan 2014
THE COST TO YOUR COMPANY OF DISENGAGEMENT
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Achievers delivers the only true cloud Employee Success Platform™
,
a powerful new way for companies to engage, align and recognise
employees, enabling remarkable business success. Every day.
Learn how your company can change the way the world works, at www.achievers.com.
91%
MEMBER
SATISFACTION
83%
MEMBER
ADOPTION
110
COUNTRIES
SERVED
81
NET PROMOTER
SCORE
98%
CLIENT
RETENTION
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The Cost of Disengagement to Your Company

  • 1. Change the way the world works The Cost of Disengagement to Your Company
  • 2. Share this white paper! 2 Engaged employees give a company its greatest competitive advantage. But retaining top talent may require you to reconsider the way that you think about employee engagement. After all, in today’s business environment working for you isn’t the only option your employees have. Disengagement costs the UK £52-£70 Billion per year in lost productivity. Only 17% of the UK workforce is engaged, and 26% of the UK workforce are actively disengaged. This is a higher disengagement level than any other country in Western Europe. And what about the remaining 57%? They’re not really engaged either, feeling no meaningful attachment to their job and/or company.1 Now, more than ever, it is important for UK organisations to engage their workforce. With 2014 annual job vacancies reported at 559,600 in England (up 45% on 2009), and skills shortage vacancies nearly doubling in the same period, a battle for talent is on the horizon, and recruiting, retaining and engaging talent will be of paramount importance.2 Inside the Cost to Your Company of Disengagement: • Learn why competing in today’s business environment is more difficult than ever and what you can do about it. • Understand the true cost of employee disengagement and how it affects business productivity, retention, absenteeism, customer satisfaction and, ultimately, profitability. • Discover actionable best practices, abandon old-school engagement strategies and benefit from the resulting cost savings. Growth is back. Don’t let employee disengagement limit yours. Denmark Malta Portugal Spain United Kingdom Iceland Ireland Norway Sweden Switzerland Germany Slovenia Austria Italy Luxembourg Belgium Finland France Netherlands 21% 19% 19% 18% 17% 16% 16% 16% 16% 16% 15% 15% 14% 14% 14% 12% 11% 9% 9% ENGAGED NOT ENGAGED 69% 61% 65% 62% 57% 75% 65% 77% 73% 76% 61% 70% 74% 68% 72% 66% 76% 65% 80% ACTIVELY DISENGAGED 10% 20% 16% 20% 26% 10% 20% 7% 12% 8% 24% 16% 12% 18% 14% 22% 14% 26% 11% For results listed in this table, the margin of sampling error ranges from +1 to +6 percentage points. See the appendix for a full listing of margin-of- error estimates by country.
  • 3. Share this white paper! Today, customers make their decision to continue doing business with companies based on the level of service that they receive. They need to know that the company representative they are dealing with is empowered to help with any problems that arise during their transaction, as well as post transaction. It is your employees who ultimately create a pleasing - or not so pleasing - experience for your customers, influencing your customers’ emotional relationship with your company. Disengaged employees rarely own the customer problem, resulting in 70% of UK consumers refusing to forgive bad customer service.5 International service company Serco demonstrated a direct relationship between employee engagement and the Net Promoter Score (a measure of customer loyalty). Contracts serviced by employees whose engagement had improved over the year had NPS scores 24% higher than those employees whose engagement had declined.6 So what should you do next? Simple. Empower your employees to create more repeatable positive customer interactions. • Align your employees’ daily habits with your customers’ needs. Help your employees understand how customer interactions benefit your bottom line. • Recognise your employees for achievements as soon as they happen. Did someone make a customer happy? • Recognise them immediately, and so reinforce the behaviour that made the difference. • Provide the opportunity for customers to recognise your employees, too, and make sure that employees receive that feedback immediately. Disengaged employees make 100 times more errors than their engaged colleagues8 . That’s 100 times more energy, time and money wasted because of errors resulting from disengagement. Eliminate these errors by reinforcing exceptional work, at the time, with recognition. Recognising positive behaviour will ensure that it is repeated consistently. HAVE YOU MEASURED YOUR NET PROMOTER SCORE (NPS) LATELY? For the UK economy to grow, businesses will have to focus on customer service. 78% of the UK’s GDP is derived from the service sector, with 70% of UK employees having direct contact with customers.7 (Institute of Customer Service) 16% Percentage of customers who will recommend your company for average service3 84% Percentage of customers who would be happy to recommend you for excellent service4 3 DISENGAGED EMPLOYEES COST YOU CUSTOMERS. DISENGAGED EMPLOYEES ARE UNDERPRODUCTIVE. Five Ways in Which Disengagement Threatens Your Business and What You Can Do About It.
  • 4. Share this white paper! Only 37% of employees have a clear understanding of what their organisation is trying to achieve and why9 . Help your employees by setting clear goals, communicating expectations and aligning them to your core values and business objectives. Employees want to be successful. If you can help them see a more complete picture of success, you’ll see a direct impact on improved engagement. Disengaged employees look for an escape route from the place they hate most - their workplace. Even worse, your engaged employees (the ones coming in to work and putting in extra, discretionary effort) have to pick up the slack, with a detrimental effect on their own capacity. When employees take time off ‘sick’, the organisation suffers from a loss of productivity, as well as increased costs. In 2013, PwC reported that sick days cost UK organisations nearly £29 billion a year, with UK workers taking nearly double the average number of sick days compared to the US. Furthermore, a CBI report estimates that around 12% of UK sickness absence is fraudulent. There is a potential saving of at least £3.5bn if UK businesses can prevent their employees from unjustified sickness leave.11 It’s not easy to tackle the absenteeism problem, but you can create a culture in which your employees want to come to work because they are highly engaged. Empower your employees to be successful by creating a meaningful work environment in which they feel happy and valued, every day. Include them at the front end of planning and align them with business objectives. Give them additional context and perspective so that they don’t feel like they're just taking orders but are inspired, instead, by a workplace. with clear objectives and focus. 4 Disengaged employees take 2.3x more sick days than engaged employees.10 Sick days cost UK organisations nearly £29 billion a year. THE COST TO YOUR COMPANY OF DISENGAGEMENT DISENGAGED EMPLOYEES TAKE DAYS OFF “SICK”.
  • 5. Share this white paper! The number one reason employees leave is a lack of recognition and, according to a recent Harvard Business Review study, recognition also has the largest impact on employee engagement.12 Yet 65 percent of employees do not feel recognised at work13 , and when the leave, they take with them the knowledge, skills and experience that are contributing to your success. You should expect the cost of replacing an employee to be at least one-fifth of their salary15 . This cost includes: • Separation costs (exit interviews, severance pay etc) • Increased overtime and other costs incurred in existing employees covering a former employee’s duties • Replacement costs associated with recruitment, such as advertising, search and agency fees, screening of applicants, interviewing, travel, etc. • Settling-in costs, such as orientation, training, certification, etc. 5 Here’s the cost breakdown: let’s say your organization has 10,000 employees with an average salary of £30,000. If you experience a reduction of voluntary turnover from 10.5% to 7.2%, you can expect £2.2 million in net savings per year. 10,000 employees per year net saving £2.2 million Turnover reduction from 10.5% to 7.2% £30,000 basic salary THE COST TO YOUR COMPANY OF DISENGAGEMENT A recent StepStone survey reveals that 74% of employees rarely, or never receive praise from their managers.14 DISENGAGED EMPLOYEES WILL LEAVE YOUR COMPANY. Source: Bersin Associates, The State of Employee Recognition, 201216
  • 6. Share this white paper! Engaged employees are 87% less likely to leave their organisations than disengaged employees17 . Do you measure employee engagement? If not, now is the time to start. Find where you stand before attempting to address the problem. Once you have a benchmark, create a plan and become more agile. Don’t wait to measure engagement annually. Measure it on a continuous basis. Listen to employees and respond to them quickly. So what should your next move be? Change the way that you drive engagement in your workforce. Make it unimaginable for employees to decide to leave your company. Recognise achievements as soon as they happen, as well as the behaviour that leads to positive action and exemplary results. A report for the UK government shows that companies with low engagement scores have operating income 33 percent lower than companies with high engagement.18 Additionally, companies with a highly engaged workforce experience a 19 percent growth in operating income over a 12-month period.19 Don’t gamble when it comes to your workforce. There is a better way. Engage, align and recognise your employees so that they settle into the company and achieve greater success. Turn the page to find out how to change the way that your business works. 6 Over a four year period stores with improving engagement had, on average, delivered £62 million a year more sales to the business than stores with declining engagement. Sainsburys has established a clear link between higher levels of engagement and sales performance, with the level of colleague engagement contributing up to 15% of a store’s year on year growth. 6 THE COST TO YOUR COMPANY OF DISENGAGEMENT DISENGAGEDEMPLOYEESHAVEANEGATIVEIMPACTONPROFITABILITY.
  • 7. Share this white paper! 7 Disengagement is an ugly word. You know all about it, and you may already have been aware of the toll that it takes on business success. It is imperative to improve employee engagement, align employees to company values and business objectives and create an environment of instant recognition when employees are successful. In January 2014, the unemployment rate in the UK showed a significant drop over the previous year, down to 7.1% - lower than it had been in the previous five years. As a result, top employers are facing a perfect storm in the battle for talent.20 In order to triumph over disengagement, your business must abandon outmoded engagement strategies and adapt to a new reality as a future-focused employer. Recruiting, retaining and inspiring top talent has never been more essential. According to a City Guilds Study reported by CIPD, 60% of employers think that the UK is facing a skills shortage, and a third are looking to recruit foreign talent to boost their workforce. Every employee must be engaged, must be aligned with your business objectives and must be recognised straight away for meeting their objectives by their peers, their managers and even by their customers. Unemployment Levels Since 2009 Source: ONS, BoE, Datastream, SG Cross Asset Research/Economics21 THE COST TO YOUR COMPANY OF DISENGAGEMENT Triumph over disengagement 4% 6% 8% 10% 2009 2010 2011 2012 2013 2014 Unemployment rate (Age group: 16+)
  • 8. Share this white paper! 8 The five all-important rules to remember about disengagement Disengaged employees lose you customers. 70% of UK consumers will not forgive a business following a poor customer service experience. Disengaged employees are not productive. They make 100 times the number of errors as their engaged colleagues. Disengaged employees take time off ‘sick’. Disengaged employees take 2.3x more sick days than engaged employees. Disengaged employees will leave your company. Sixty-five per cent of employees leave because of a lack of recognition. Disengaged employees have a negative impact on profitability. Disengaged employees cost an organisation approximately £3,400 for every £10,000 in annual salary. Keep all of these rules in mind when you consider the cost to your company of disengagement. Don't leave it until later to make these important changes. Engage your employees, align them to your business objectives and company values, and recognise their achievements as soon as they happen. These are the best ways to overcome costly disengagement, retain your top talent and drive business success. 01 02 03 04 05 THE COST TO YOUR COMPANY OF DISENGAGEMENT
  • 9. Share this white paper! 9 Sources 1. Gallup, State of the Global Workplace,2013 http://www.ihrim.org/Pubonline/Wire/Dec13/GlobalWorkplaceReport_2013.pdf 2. Gov.uk, Skills survey shows job vacanvies and skills shortages increase., Jan 2014 https://www.gov.uk/government/news/skills-survey-shows-job-vacancies-and-skills- shortages-increase 3. How disengaged employees create disengaged customers. PeopleMetrics Customer Experience Strategy Blog.5 May 2011. Web. 10 Feb. 2014. 4. Lowenstein, Michael. Profitably linking employee behaviors to customer loyalty and advocacy. Customer Think. 20 Nov. 2011. Web. 10 Feb. 2014 5. Business Reporter, 70% of UK consumers won’t forgive bad customer service, August 2013 6. Rayton, Bruce; Dodge, Tanith; D’Analeze, Gillian. The Evidence: Employee Engage- ment Task Force Nailing the Evidence Workgroup. Engage for Success. 12 Nov 2012 7. Customer Service in the UK - A Review of 2013 and Predictions for 2014. Institute of Customer Service. 2014 8. Global Workforce Study 2012. Towers Watson. 2012. Web. 10 Feb. 2014 9. The causes and costs of absenteeism in the workplace. Forbes. 10 Jul. 2013. Web. 10 Feb. 2014. 10. Engage for Success, The Evidence - Employee Engagement Task Force “Nailing the evidence” workgroup, Nov 2012 11. Newshoot, How much is staff sickness affecting your business?, http://www.news- hootscoaching.com/2014/02/19/how-workplace-coaching-can-reduce-staff-sickness- absence-and-save-you-money/ - Feb, 2014 12. Harvard Business Review, The impact of employee engagement on performance, 2013 13. Harvard Business Review, The impact of employee engagement on performance, 2013 14. Engage for Success, The Evidence - Employee Engagement Task Force “Nailing the evidence” workgroup, Nov 2012 15. Kruse, Kevin. Why employee engagement? (These 28 research studies prove the benefits). Forbes. 4 Sep. 2014. Web. 10 Feb. 2014 16. Garr, Stacia, Bersin Associates, The State of Employee Recognition in 2012, June 2012 17. Haydon, Reese. Show me the money: the bottom line impact of employee engagement. TLNT: the business of HR. 11 Jun. 2013. Web. 10 Feb. 2014. 18. MacLeod, David Clarke, Nita, Engage for Success: Enhancing performance through employee engagement, July 2009 19. MacLeod, David Clarke, Nita, Engage for Success: Enhancing performance through employee engagement, July 2009 20. Engage for Success, The Evidence - Employee Engagement Task Force “Nailing the evidence” workgroup, Nov 2012 21. Engage for Success, The Evidence - Employee Engagement Task Force “Nailing the evidence” workgroup, Nov 2012 22. UK UNEMPLOYMENT RATE PLUNGES - And The Pound Is Surging, http://www.businessinsider.com/uk-unemployment-rate-2014-1?op=1 - Jan 2014 23. UK UNEMPLOYMENT RATE PLUNGES - And The Pound Is Surging, http://www.businessinsider.com/uk-unemployment-rate-2014-1?op=1 - Jan 2014 THE COST TO YOUR COMPANY OF DISENGAGEMENT
  • 10. Share this white paper! Achievers delivers the only true cloud Employee Success Platform™ , a powerful new way for companies to engage, align and recognise employees, enabling remarkable business success. Every day. Learn how your company can change the way the world works, at www.achievers.com. 91% MEMBER SATISFACTION 83% MEMBER ADOPTION 110 COUNTRIES SERVED 81 NET PROMOTER SCORE 98% CLIENT RETENTION Connect with us: