May 19, 2020
Disengaged staff cost firms billions
2 min
Bruwer spoke at the University of Stellenbosch Business School (USB) on a panel discussion on the benefits of neuroscience in assisting leaders in the workplace.
At the discussion, which formed part of the USB’s series of Leaders Angle talks, she highlighted the results of a survey by Gallup, which revealed the cost of employee disengagement on productivity equates to between $287 billion and $370 billion per year in the US economy.
The research showed that engaged employees in high performance workplaces are more productive, profitable, safer and create stronger customer relationships.
“NeuroLeadership is a relatively new field of study in South Africa that focuses on bringing neuroscientific knowledge into areas of leadership development such as management training, education, consulting and coaching,” said Bruwer.
“The aim behind NeuroLeadership is to assist both individuals and organizations to develop a better understanding of how the mind works, which can then be translated into better management policies of staff, resulting in an improvement in levels of activity at work.”
The four domains of focus that appear to be emerging as the central organizing principles for the NeuroLeadership field include decision making and problem solving; staying cool under pressure; collaborating with others; and facilitating change.
“In order to achieve their best, people need to have the autonomy to make decisions and to have their voice heard, so that they feel able to present new ideas. When this is taken away people begin to get disengaged,” she added.
Edited by Ellie Duncan
A 15 minute video extract of the panel discussion is available on the USB website at www.usb.ac.za
At the discussion, which formed part of the USB’s series of Leaders Angle talks, she highlighted the results of a survey by Gallup, which revealed the cost of employee disengagement on productivity equates to between $287 billion and $370 billion per year in the US economy.
The research showed that engaged employees in high performance workplaces are more productive, profitable, safer and create stronger customer relationships.
“NeuroLeadership is a relatively new field of study in South Africa that focuses on bringing neuroscientific knowledge into areas of leadership development such as management training, education, consulting and coaching,” said Bruwer.
“The aim behind NeuroLeadership is to assist both individuals and organizations to develop a better understanding of how the mind works, which can then be translated into better management policies of staff, resulting in an improvement in levels of activity at work.”
The four domains of focus that appear to be emerging as the central organizing principles for the NeuroLeadership field include decision making and problem solving; staying cool under pressure; collaborating with others; and facilitating change.
“In order to achieve their best, people need to have the autonomy to make decisions and to have their voice heard, so that they feel able to present new ideas. When this is taken away people begin to get disengaged,” she added.
Edited by Ellie Duncan
A 15 minute video extract of the panel discussion is available on the USB website at www.usb.ac.za
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