Only 52% of employees feel hopeful about work: O.C. Tanner survey
UTAH, UNITED STATES — A survey of nearly 39,000 employees, leaders, and human resource practitioners reveals that only 52% of employees feel hopeful about the future of work, while 35% report feeling depressed. With hopelessness becoming a growing concern in 23 countries, leaders must take action to restore hope and enhance engagement, performance, and overall well-being.
“Leaders can’t control economic upheaval or global uncertainty,” says Mindi Cox, Chief People Officer (CPO) at O.C. Tanner.
“But they can drive a practice of hope by connecting employees to something bigger. Linking work to personal goals and values builds hope, and hope fuels performance,” she added.
Hope fuels engagement and innovation
Inc. Magazine reports that the survey by O.C. Tanner highlights the significance of hope in motivating employees and enhancing their innovativeness. Hopeful employees are seven times more prone to active engagement in their work, thus becoming more productive, innovative, and developing a feeling of belonging.
Hope is not mere wishful thinking, but an action that enables people to overcome challenges and achieve fulfilling purposes. The leaders will be able to inspire the workers and allow personal and organizational success by relating work to individual values and development.
However, the rate of loyalty to employees differs significantly, with 30% of employees stating that they would wish to quit their current employer within a year. This highlights the need for leaders to create a culture of hope at work.
This is possible through setting meaningful targets and holding casual one-on-one meetings, where employees do not feel that they are working on something bigger than their daily tasks. This will serve as a reminder to employees that the company values their targets and development.
Inclusion in workplace to combat hopelessness
Inclusion is another important part of the anti-fatigue fight against hopelessness. The study reveals that anxiety and burnout are highly likely to develop among employees who feel excluded.
In fact, there are 218% and 513% higher risks of anxiety and burnout in employees who work in non-inclusive teams. Exclusion can manifest in various forms, such as dismissing ideas and excluding individuals from participation in decision-making, ultimately leading to low morale and poor performance.
The manager can reverse this situation by offering a good working environment and ensuring that employees feel valued and important.
Peer and leader support have also been shown to increase the engagement rate by over 250% and reduce the burnout rates by a third. Inclusion, often referred to as the oxygen of employee welfare, helps foster resilience, particularly during periods of uncertainty.
“A supportive community is what gives people resilience, especially in times of disruption or uncertainty,” Cox said.
The idea of inclusion enables resilience to be constructed, particularly during moments of uncertainty. Leaders can create an inclusive environment, reduce feelings of hopelessness, and foster a culture of support and cooperation.
