Addressing the Great Detachment in Today's Workforce
While turnover has decreased, we're now facing a more subtle but significant challenge—employees are staying but feeling increasingly detached from their work.
Our latest findings indicate that 40.1% of people feel no enthusiasm for their roles, and the overall energy score from employees is just 60%.
We have experienced a digital transformation, a pandemic with new ways of working, and the AI revolution – and potentially with another force that may ‘trump’ the other changes our businesses and employees have gone through.
At a time when we need employees to be open, resilient, and adaptable, they are tired – doom-scrolling through their smartphones.
Welcome to the Great Detachment.
This fatigue has led to high resistance to further changes, including the transformative potential of AI, which promises significant benefits like increased earnings, more free time, and reduced stress.
Why now?
We can simply look around us.
The workplace has changed dramatically since the pandemic – turnover, new careers, and now cost cutbacks. And we are still working through remote and hybrid work arrangements.
Customers are more demanding – so employees feel – and increasingly digital. And performance management systems are fundamentally broken so workers are not getting the feedback they need. Add to that mix heightened geopolitical tensions.
So, people are assessing what it all means, and it has added to their stress with many people wanting to press ‘pause’. Reigniting Employee Energy How do we get people feeling the energy again? Our research shows that strong managerial relationships, where managers make sense of organizational changes and genuinely invest in their team’s growth, are key to boosting workplace energy.
Recognizing and utilizing employees' skills and talents, and aligning them with a clear organizational purpose, are also critical. There is a straightforward solution – a ‘quick fix’ almost. When managers invest in regular two-way conversations with their team members, that provide reverse feedback conversations, there would be an immediate boost in energy and engagement.
Reverse feedback is providing clear expectations and assessment of how people work and connecting what they do to the purpose of the organization, while at the same time, asking employees to provide feedback to their managers and leaders on the same. Reverse feedback uncovers incredible value for both employees and leaders. It builds psychological safety, the glue that makes for high-performing work environments. And it connects people to the potential and impact of their work.
Currently, openness to AI-driven transformation is low—only 17% of employees are excited about acquiring new AI skills, with a majority, 56%, showing resistance. By enhancing communication and feedback, and by linking everyday tasks to the larger goals of the organization, we can reignite enthusiasm and productivity in the workplace.
This solution isn't costly—it requires time, a valuable investment that promises substantial returns.
Find out how to ask the question by touching base with me at michael@workinsights.io and check out our SME AI Adoption Fund for grants on getting a grip on AI.