One of our white papers shares the concept of CPI2, which refers to the combination of Continuous Process Improvement (CPI) and Continuous People Improvement (CPI) as an effective way of boosting both employee engagement and productivity. It is based on the premise that productivity is the key driver of employee engagement (or the employee experience), as people like to feel successful… they like to be part of a winning and productive team… and they like to feel their work is important.
More recently, the concept of CPI2 has been indirectly referenced in an article published by Gallup, which reveals that employee engagement levels reached an all-time high in 2019.
According to their research, the percentage of “engaged” workers in the U.S. reached 35% this past year. While 35% might strike you as a low number, it is actually a new high since Gallup began tracking the metric in 2000.
This increase in engagement levels is good news for all of us…
As you may know, engaged workers are highly involved in their work. They go about their work enthusiastically, they treat customers better, they make a stronger discretionary effort compared to their dis-engaged co-workers, and they are committed to both their work and workplace.
So clearly, the increase in engaged workers is good for employers.
But this increase is also good news for employees and other stakeholders! It’s good news because it shows that the more formalized plans for engaging people are working; it’s good news because it means more people are finding greater levels of fulfillment in their work. As Dr. Deming said, “Management’s overall aim should be to create a system in which everybody may take joy in his work.”
So, it’s also fair to say that this increase in engagement levels is good news because it bears witness to the fact that the process of workforce engagement can yield win-win outcomes for both employers and employees.
Why the Increase?
If you’re wondering why the number of engaged workers has risen, Gallup has a straightforward answer.
“There are several possible explanations for the changes in engagement over the past decade,” the article states. “…and Gallup has reviewed many of these previously, from changes in the economy to slight improvements in some employee benefits. But these factors are not the primary drivers of improved engagement.
“Gallup research indicates that changes in employee engagement are best attributed to changes in how organizations develop employees.“
The article also shares four themes that Gallup’s research identified in organizations with high-development cultures:
- High-development cultures are CEO- and board-initiated.
- High-development cultures educate managers on new ways of managing — moving from a culture of “boss” to “coach.”
- High-development cultures practice company-wide communication.
- High-development cultures hold managers accountable.
Room for Improvement & CPI2
However, the article also goes on to acknowledge that a 35% engagement percentage is still low.
“The percentage of engaged employees in the U.S. is still far too low,” the article states. “There is plenty of room for improvement… What would the world of work look like if organizations could double the percentage of engaged workers? This isn’t a pie-in-the-sky question — all evidence suggests it is possible. Organizations have been successful, over recent decades, in maximizing process efficiency through Six Sigma and advances in technology and automation — doubling engagement would mean U.S. organizations have matched process efficiency with people efficiency.”
In other words, CPI2.
Read the full article…