Why 90% of British employees couldn't care less about work

There’s a problem afoot in Britain – 90% of British workers admit they are not engaged with their work. HR Grapevine reports on the quiet disease denting UK productivity.

It’s a toppling statistic which doesn’t paint a bright picture for British industry. The report by Gallup shows that just 10% of workers in the UK said they were actively engaged in work last year, compared to 23% of global workers. The remaining 90% are either not engaged or actively disengaged. This has increased from 83% in 2010-2012. Things don’t appear to have improved this year either and as sliding scales go it’s a fair hunch that number is closing in on a total majority.

What’s happening to cause this? We all have days when we couldn’t give a ‘bleep, bleep’ about work – it’s too hot outside, or too cold inside, it’s too tiring, or it’s not tiring enough, it’s too boring, or it’s too overwhelming, it’s exhaustingly tricky or it’s just plain too simple. There are a myriad of reasons why – some understandable, some a little doubtful. But whatever the trigger point, it’s happening and it’s happening now.

Culture drives engagement not the other way around

Ceri Gott, is a culture and leadership coach and was formerly Chief Growth and Culture Officer, Hawksmoor. Engaging staff in hospitality can be trickier than many other industries due to lower wages, long hours and the ‘always-on’ nature of work. Gott is ever positive though and says a lot can be learned from the Great Places to Work and Best Companies to Work for winners that shows that some employers are bucking the trend.

“With lots of evidence that good people practices drive innovation and productivity, high engagement is not only good for people it is also good for business. What are the secrets? Workplace culture by design, not default, emotionally intelligent managers, and constant attention,” she says.

“Workplace culture,” adds Gott, is potentially an employer’s biggest asset. Looking at McKinsey research she could just be right. It finds that companies in the top 25% for culture financially outperform those in the bottom 25% by a whopping 200%. “A distinctive culture will develop whether you intend it to or not – it can create a great environment to work in and results, or it can undermine them. Great places to work take their purpose and values off the wall, and put them to good use to create a culture by design not default.”

As to who drives that culture – Gott says it’s managers.