Have you ever gone into work, looked around and thought... "man, if everyone that worked here focussed on doing a fantastic job and stopped complaining, arguing, gossiping, or politicking, the things this organization could achieve is astounding!" Isn't it amazing how much our interactions with our managers, coworkers, and even customers who are complete strangers can affect our life on a daily basis - both at work and at home? The problem is that they don't affect us in a positive way. Unfortunately, the financial resources and people most qualified to create the critical changes necessary to remedy this within an organization are being pulled in many different directions and spread far too thin. If only their was a way to leverage the work of others to create this change without spending tens of thousands of dollars each year.
Ted and Gavin:
Changing the way you see YOUR world!
Poor, strained, or tense relationships between management and employees?
Only one third of employees (30%) state that their relationship with their supervisor or manager is "good" and only one in five (20%) trust the supervisor manager.
A consistent flow of employee complaints or grievances?
42% of a Manager's Time is spent addressing conflict in the workplace. This increases to as much as 70% for senior managers and top officers. The direct financial cost and indirect or opportunity cost associated with this is staggering.
Loss of productivity from your employees?
Workplace tension and stress reduce motivation and disturb concentration. A loss of simple productivity of 25% (doing things other than work related activities, such
as discussing the dispute with coworkers, surfing the internet, finding reasons to get away from a workstation) reduces an average work week to fewer than 20 productive hours.
Limited or insufficient communication resulting in conflict between management employees; and conflict amongst employees
themsel
Chronic unresolved conflict acts as a decisive factor in at least 50% of employee departures. Conflict also accounts for up to 90% of involuntary departures, with the possible exception of staff reductions due to downsizing and restructuring.
High costs associated with non-productive employees stemming from the use of sick time, stress leave, short term disability, employee
absenteeism, and presenteeism?
The direct and indirects costs of absenteeism (regardless of type) and disability costs organizations at least 17% of their total payroll. This figure increases
significantly the impact of the wororkers that are present but not productive are included.
High cash outflows resulting from employees severance payouts and workm's compensation claim
Employees who feel "troubled" in the workplace are absent 2 to 4 times more often, involved in 6 times more accidents at work, and are sick 3 times more ofn
tethatheir non-troubled peers.
High levels of employee turnover (especially amongst top performers), subsequent recruiting expenses and lost productivity?
The turnover costs for an employee is anywhere between 75% and 300% of the annual salary. No matter what the cause, turnover has a number of undesirable implications
for organizations, including the costs of losing an experienced worker, recruiting and retraining a successor (retraining is estimated to cost 1.5 times the
employee's annual salary), the lower productivity of a new worker, and secondary morale effects on managers, peers and subordinates.
Reduced customer satisfaction resulting from low levels of customer service that are damaging your organization’s customer retention
efforts and reputation?
86% of consumers quit doing business with a company because of a bad customer experience, up from 59% 4 years ago.
A lack of feeling of 'community' or cohesiveness amongst employees in your organization
Over 65% of all performance problems result from strained relationships between employees, not from deficits in individual employee's skill or motivation.
A lack of employee engagement and morale leading to lower levels of employee performance?
Employees who report the following sources of stress are more likely than others to be absent from work for six or more days... poor interpersonal relations; little job control; and poor management practices.
Difficulty finding the time and resources to give your people the tools to deal with the above issue
The single greatest reasons why corporations fail to implement a conflict managment program within their organization is the limited time capacity of qualified internal personnel to develop and oversee the execution of the project; and limited funding for external consultants due to their high cost per day and limited engagement period.
