Supply chains resemble actual metal chain: each step in the product's creation and distribution is a link that plays a critical role in turning an idea into a tangible, deliverable product. However, when a link weakens, the entire chain loses strength-or breaks altogether.
Disengaged and distracted employees are one of the weakest links in the supply chain. They cost U.S. employers an estimated $350 billion annually in lost revenue and are more likely to quit their jobs, resulting in another $11 billion that employees spend trying to replace them, according to statistics from the Bureau of National Affairs.
The enormous financial cost are only part of the story. Consider the fact that 70% of employees are contributing to that bill. While many workers are disengaged, each demonstrates disengagement differently. Some simply produce low quality results, while others spend their working hours pretending to work while secretly taking care of personal business. Still others choose not to show up at all.
Regardless of how it manifests, disengagement occurs in 70% of almost any team's personnel-which means the other 30% of employees get stuck taking up the slack. This is demoralizing for those who are struggling to maintain a strong supply chain with little to no help from their disengaged colleagues.
To resolve this issue, leaders throughout the supply chain need to take action. However, action doesn't mean harshly disciplining distracted employees or paying them higher salaries in hopes they'll work harder. It means taking the time to understand what is causing disengagement in the first place, and then working to fix those underlying issues. While it takes some work on the front end, increasing employee engagement creates a stronger, more efficient supply chain in the long run. Take a look at the infographic below to get some ideas on getting workers plugged in.
Have you seen disengaged employees on your own team? Do you have a motivational technique you've found to be extremely effective? Let us know what you think in the comments section below.
— Hailey Lynne McKeefry, Editor in Chief, EBN