KAZI – New rules of engagement
More than two in three employees worldwide share no emotional or behavioural connection with their jobs. Just one in seven feels involved and committed to their employer and coworkers, according to Gallup.
The numbers are even less encouraging when we zoom in on the millennials, the generations born after 1980. They too believe engagement at work is an essential part of a purposeful life, together with meaningful social ties and experiences, and a sense of material and emotional well-being. But millennials are remarkably little attached to their career, to traditional communities such as political parties, or even to the products they consume. The engagement they seek is on their terms, be it what they want to experience as a customer, as well as the life they lead in the workplace.
Their seeming lack of attachment does not stop them from connecting with the world around them. They are “always on”. But hierarchy no longer constrains these younger workers. “Fitting in” with their team members and the organisation’s culture ranks high on their priority list. And they want to grow as a person in their job as well. Do you recognise your aspirations in these lines? Does your organisation provide these young potentials with such an environment?
As these millennials take over the labour market, the state of the economy will grow to depend on their well-being. If they suffer from disengagement with their jobs, the economy itself will suffer in terms of profitability and productivity. If they struggle in life, society will stumble along with them.
KAZI wants highly-educated young graduates to connect again with their potential employer and the organisation in which they see themselves adding value. What we do, comes from them: they show us how they want to be approached. They welcome feedback and coaching and are willing to offer authentic engagement in return, but on their terms. We facilitate that matching process. To enhance employee engagement, KAZI believes a better match must be made early in the recruitment and selection process. This better match goes far beyond checking the box of hard data job requirements and educational achievements. Team role or the alignment of work values are crucial “soft” value drivers in this match-making. Applicants and potential employers that are willing to share these characteristics will mutually gain from better understanding one another and forge enduring connections.