For years, employee engagement scores have been on the decline despite the millions of dollars companies invest to boost sagging workforce morale. The pandemic has only exacerbated this trend, with UK surveys showing an 8% average drop in employee engagement since the start of 2020.
The problem is that many companies are investing in training and development programs without considering the underlying issues that lead to low morale and disengagement. It’s not enough to simply provide employees with resources; employers need to be aware of the psychological blocks that can keep them from taking advantage of these resources.
One key factor is a lack of trust between employees and their managers.
When workers don’t feel like they can rely on their supervisors for support or feedback, they become less likely to take initiative or put forth extra effort. This leads to a feeling of being undervalued and unappreciated, which further erodes morale and engagement.
Another issue is a lack of connection between employees and their work.
Many organizations focus solely on task-oriented goals rather than creating meaningful relationships between team members.
Without a sense of purpose or belonging, it’s difficult for people to stay motivated and engaged in their work.
Finally, there’s the issue of burnout.
With increased workloads and longer hours, employees often feel overwhelmed and exhausted by their jobs—which leads to decreased productivity and lower engagement levels overall.
These are just some of the subconscious blocks that can prevent training efforts from sticking—and they all need to be addressed if companies want to see real change in employee engagement scores over time.
To do this, employers must create an environment where workers feel valued, supported, connected, and energized—not just by providing resources but by actively listening to their needs and addressing any underlying issues that may be preventing them from engaging fully with their work.
That’s why we recommend setting the stage in employee minds BEFORE training. That way you’re not just giving them information, but you’re teaching them how to think about what they’re hearing in a new way.
Since 1996, we’ve used the power of the subconscious mind to help leaders and teams renew their relationships and break new ground TOGETHER before starting new initiatives.
How you pace and lead change in high-stress environments where you have high levels of anxiety and burnout is where business strategy begins.
As Josh Bersin says in THIS ARTICLE... “Mental Health has become a business IMPERATIVE.”
By helping your team go from having a FRACTION of their minds in the room to a wholehearted presence, you not only “win friends and influence people (one of my Dale Carnegie favorites),” but you dramatically increase the ROI of the training.
Training isn’t enough to engage, develop, and retain today’s battle-worn talent.
Would you like to discuss how you can multiply the ROI of your next training?
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