Why do you hate your job

Previous ways to increase employee productivity no longer work. It is unlikely that you are very much inspired by the morning drive to the office through traffic jams. It’s hard for you to cope with the main tasks, because hundreds of small ones still constantly distract you. You return home in the evening with the feeling that the day was wasted.

This feeling, according to psychologists, is characteristic of 72% of managers. Only 30% of employees are involved in the work, - such a conclusion was made in 2013 by the Gallup Public Opinion Institute. According to a global survey conducted in 142 countries, even fewer people feel involvement - only 13%. Year after year, the situation is getting worse.

Now, in order to fulfill our work responsibilities, much more energy is required from us. The reason for this is increased competition and a tendency to save resources on the part of companies; pressure exerts and exit from the recession. But the biggest impact is probably due to digital technology, the ongoing flow of information and the need to read and respond to a lot of letters.

Trying to figure out how engagement and productivity are related, the Energy Project consulting company, which works with leaders and employees to improve their effectiveness, conducted a joint study with Harvard Business Review. A total of more than 20 thousand people were interviewed who were employed in various sectors of the economy, both white-collar workers and working personnel.

The respondents showed the highest level of job satisfaction when their four basic needs were met:

    physical - when they could rest and recover after work;
    emotional - when their contribution to the company's achievements was recognized and appreciated;
    mental - when employees have the opportunity to focus on tasks and independently determine priorities;
    spiritual - when they do what they have a calling to and are thereby connected to a higher goal at work than just making money.

The involvement of employees, which is also interpreted as participation, determination, passion, enthusiasm, concentration of forces and energy, directly correlates with the financial performance of companies. This was proved by 263 Gallup studies, which analyzed the performance of 192 companies.

The research company TowersWatson in 2012 conducted a global study, interviewing 32 thousand employees, and found that even if employees are willing to voluntarily work overtime, this does not guarantee high results.

Simply put, how people feel at work affects how they perform it.
Recreation

According to this report, employees who take a break from work every 90 minutes are more focused on the task than those who do not rest or rest once a day. The former have 50% higher ability to be creative in solving problems and 46% higher level of health and well-being. If people work more than 40 hours a week, they feel worse and become less involved.
Confession

A sense of concern on the part of the leader is the most valuable indicator of trust and security than any other leader’s behavior. Employees who are satisfied with their supervisor are 1.3 times less likely to change jobs, and are 67% more involved.
Focus

Only 20% of respondents said they were able to focus on one task during working hours. But those who stated this were 50% more involved in the work. Similarly, only a third of respondents said that they are able to effectively prioritize their tasks, but they are 1.6 times better able to focus on one task.
goal

Employees who feel the value of their work are three times more likely to stay in this organization. They are 1.7 times more satisfied with the work and 1.4 times more involved.


The most obvious solution - investing in employees something other than salary - still has not seemed necessary. Until recently, employers freely increased the workload of workers and were not interested in meeting their more complex needs. However, the stress of ever-increasing demands is constantly growing, and this problem needs to be addressed.

Working longer does not mean working more productively, however, inertia remains a powerful obstacle to meeting the needs of employees. A few years ago, the Energy Project conducted a pilot program with 150 accountants during the peak of tax returns. During this period, they worked overtime, and their effectiveness was estimated by the number of hours spent.

Promoting the value of more frequent work interruptions, the Energy Project invited the company to create a pilot group of accountants who are allowed to take 10-15-minute breaks every 90 minutes and one hour break in the afternoon when productivity drops sharply. They were also allowed to leave the workplace immediately after the assigned amount of work was completed.