Key Points
- Only 35% of US workers describe themselves as highly engaged, while more than half say they are not engaged.
- Employee engagement is not high for investment firms, and staff members aspire to more engagement.
- The three factors contributing to engagement and motivation are Mastery or Excellence / Continuous Improvement (Mastery / EC), Autonomy, and Purpose.
That old joke among workers in the Soviet Union continues to resonate today, albeit in an unlikely place: US employees today demonstrate a similar level of workplace detachment, according to Gallup.
While many investment professionals express passion for their work, according to CFA Institute, FCG’s culture database offers contradictory evidence. Two values that relate directly to engagement — passion / motivation and employee empowerment — are not highly prized, according to our culture surveys from more than 200 investment firms.
Value Ranking: Passion / Motivation and Employee Empowerment
| Values: from FCG Database of Culture Surveys | Existing Rank (Out of 67 Choices, Ranked from 1 to 67) | Aspirational Ran (Out of the Same 67 Choices) | “Jump” Up from Existing to Aspirational (Column 2 Minus Column 3) | Gap Ranking (Ranks the Values with Largest Gap between What a Firm’s Staff “Has” and What It “Wants.”) |
| Passion / Motivation | 36 | 12 | +24 | 6 |
| Employee Empowerment | 55 | 14 | +41 | 4 |
Though employee engagement — as measured by these values — is not high for investment firms right now, the aspirational columns in the chart above demonstrate that staff members want more engagement. But the gap between what they aspire to (“want”) and experience in their firm (“have”) is especially large for engagement values.
These results reflect the global picture. A recent survey of 38 industries found that employee engagement is one of three values that “made it through” the pandemic. The other two were: Teamwork and Excellence / Continuous Improvement (EC).
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Author : Editorial Staff
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