Page 33 - Ideal Roadside Guide to Managment
P. 33
Employee Development Planning
9
eMploYee engAgeMent profIles
engAged
Average Score: 5-6
Highly favorable
Advocates
Intend to stay
Lead with discretionary effort
ContrIbutIng
Average Score: 4-4.9
Moderately favorable
Something holds them back Opportunity for increased performance
dIsengAged
Average Score: 3-3.9 Indifferent
Lack motivation At-risk for turnover
hostIle
Average Score: 1-2.9 Negative
Lack commitment
Impact productivity of others
Level of Engagement Affects Perception of Responsibility
Based on engagement scores, our study divides employees into four engagement profiles: engaged, contributing, disengaged, and hostile. These are described in the column on the far right.
The analysis discovered a trend: As profiles shifted from engaged and contributing to disengaged and hostile, employees were slightly more likely to believe managers are solely responsible for identifying professional development opportunities. In fact,
5.00 percent of hostile employees believed it was the manager’s responsibility, compared to only 1.81 percent of engaged employees.
Hostile employees were nearly
3x More lIkelY
to believe professional development is the manager’s responsibility.
Younger Employees Are More Dependent on Managers
Older employees are more likely to think it is their sole responsibility to identify professional development opportunities.
Only 14 percent of younger employees, ages 35 and under, believe it is their sole responsibility to identify career develipment opportunities. That rises to nearly
20 percent when considered by employees ages 36 to 65. Nearly 84 percent of younger employees believe the responsibility should be shared.
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