Working smarter not harder. _______________________________________

Did you know ...

  • Almost 70 percent of workers are actively disengaged.
  • Reportedly only 13 percent of workers globally are highly engaged and satisfied in the workplace.
  • More than half of the workforce in the U.S. report being unhappy at work.
  • As many as One-third of employees consider leaving because of a negative work environment
  • Close to 50 percent of employees cite job security as a reason to join an organization. Employers believe it is less than 30 percent of the reason.
  • Nearly 60% of managers say they did not receive any training in management.
  • Most people trust a stranger over their boss.
  • The majority of bosses believe employees quit because they want more money.
  • The majority of employees say they do not leave an organization for more money.
  • Upwards of 80% of those who quit their job say it is because they were not appreciated.
  • It has been shown that employees forego nearly fifty percent of vacation time because of worry that they'll fall behind. Ninety percent of employees take vacation.
  • Job burnout and professional fatigue cost businesses and the economy billions of dollars each year.
  • Only 63 percent of employees who have access to company wellness programs use them.
  • Most employees say that recognition from a manager is one of the top things that inspires to improve work quality.
  • Intrinsic motivation increases the likelihood of employee exceeding performance expectations above extrinsic motivation by 16%.


How does this impact productivity?

Could this contribute to a risk event?

 ..... Do you know your  organization's stats?



Organizational Well-Being & Managing Risk

Managing operations is no easy task. Unfortunately, it is one of the more critical parts of organizational well-being and managing risk and goes well beyond revenues, employee evaluations, and incentives. If your organization is more reactive than strategic, playing it by ear or waiting for another shoe to drop, then you are putting the organization, stakeholders, and your employees at risk. Part of monitoring the status of your company’s internal health is having indicators, mechanisms, and a plan in place to strengthen areas of compromise in personnel, process, and communication as quickly and comprehensively as possible. Everything from assessing whether current strategies are in alignment with goals to understanding how workplace culture may be influencing productivity. Do you know the health status of your organization? What does your organizational dashboard look like? More importantly, are all your indicators working?

Workforce Investment

One of the biggest assets in any organization is its personnel. Those who do the everyday work that makes your company and its operations exist. Without it the operational potential and overall success of your company would likely flounder. Either that or you’d be stuck working 24/7 carrying the load yourself. Beyond investing in your product or service, investment should begin with those who do the good work to make it all happen. Those who interact with your customers and provide the services. Are you doing your best work in supporting your workforce? Have you done a check-in with them lately? Why not invest in learning how to help them do their best work today.



Contact us for a free consultation to explore how our services can help improve operations by supporting your employees in doing their best work.



References & Resources

American Psychological Association Center for Organizational Excellence. (n.d.). Creating a psychologically healthy workplace.

Branham, L. (2012). The 7 hidden reasons employees leave: How to recognize the subtle signs and act before it’s too late (2nd ed.). New York, NY: American Management Association

Career Builder. (n.d.). Retrieved from

Center for Disease Control. (2015). Workplace Health Promotion. Retrieved from

Delaney, M., & Royal, M. (2017). Breaking Engagement Apart: The Role of Intrinsic and Extrinsic Motivation in Engagement Strategies. Industrial and Organizational Psychology, 10(1), pp 127–140. doi:10.1017/iop.2017.2

Harvard Business Review.

Hewlett, S., Rashid, R., & Sherbin, L. (2017). When employees think the boss is unfair, they’re more likely to disengage and leave. Harvard University Press, Digital Articles August 1, 2017, p2-6, 5p.

Hicks, G. (September 12, 2018). 15 Amazing Workplace Design Statistics You Should Know. Retrieved from

Maslach, C., Schaufeli, W., Leiter, P. (2001). Job burnout. Annual Review of Psychology, 52, p. 397–422. doi: 10.1146/annurev.psych.52.1.397

Muchinsky, P. M., & Culbertson, S. S. (2016). Psychology applied to work (11th ed.). Summerfield, NC: Hypergraphic Press Inc.

Sturt, D., & Nordstrom, T. (March, 2018). 10 Shocking Workplace Stats You Need To Know. Forbes. Retrieved from

Towers Watson. (2014). 2014 Global Workforce Study. Retrieved from