Being made to feel you’re making a positive contribution to your organisation is an important motivator, but a new study suggests over half of employees believe they would be more productive if they knew how their work fitted into overall company objectives. According to the research from Asana this lack of transparency means a third of UK employees believe their business suffers from a lack of direction, with employees complaining that they do not know what their company stands for and are completely unclear of the company’s long term and short-term goals. This unsurprisingly is having a direct impact on employee motivation, with and framed within the context of the UK’s productivity conundrum.  A lack of clarity of company goals across businesses is not the sole reason that the UK is experiencing a productivity conundrum, but there is a clear disconnect between strategic goals and the jobs being executed on a day to day basis.

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UK workers are feeling more confident about the state of the economy but it’s making them less inclined to stay in their current jobs, a new survey claims. According to the latest Global Talent Monitor report for the second quarter of this year, from Gartner 18.8 percent of UK employees indicated a very low intent to stay in their current role, the second highest after India (40 percent), and higher than the global average of nearly 12 percent. This is the first time since Brexit that workers reported having an optimistic outlook on the job market, and their own career growth. Nearly 40 percent of UK employees reported somewhat high to high confidence in the economy. When it comes to their personal prospects, employee perceptions have risen steadily over the last year and have increased nearly 4 percent. In fact, job opportunity perceptions in the UK are nearly 1.5 points higher than the global average. However, despite their intentions to move on from their current role, UK employees are still putting in a strong effort in their current roles, with nearly 13 percent of employees reporting a high willingness to go above and beyond in their role, and an additional 43.8 percent leaning towards high.

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Organisations need to distinguish between employee engagement with a job and engagement with the organisation if they are to improve the employee experience and their overall competitive advantage, a new research paper claims. Published by the Institute for Employment Studies (IES), the paper claims to highlight how traditional, one-dimensional views of engagement fail to make a distinction between job and organisational engagement, viewing employee engagement as a single concept. However, employees can be highly engaged with the organisation but have low levels of job engagement, or vice versa. The research paper, Bridging the gap: an evidence-based approach to employee engagement, suggests that this lack of understanding about what engagement really is and how it influences organisational success can lead to inefficient and ineffective strategies to improve employee engagement.

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