Korn Ferry Research Proves Employee Engagement Drops During Organizational Change
Los Angeles, Oct.10, 2016 - A new analysis by the Korn Ferry division of Korn Ferry (KFY) proves what many executives already know – employees’ engagement and confidence in their organization falls during significant change, such as a new CEO at the helm. A recently released report offers tangible tips to successfully engage and enable employees during these situations.
As part of the study, Korn Ferry analyzed its global employee opinion database, comprised of responses from more than six million employees, and compared results for organizations undergoing large-scale change with global averages. The data indicated that during a CEO or leader change, the percentage of employees who feel:
“Given the fact that 2015 was a record year for corporate mergers and acquisitions, the issue of change at the top is a very real possibility for organizations. And while no two changes are the same, many factors influence whether they succeed or fail,” said Korn Ferry Senior Director Mark Royal. “But we know from our work with clients across the globe that there are distinct ‘dos’ and ’don’ts’ to help leaders engage and enable their people.”
In the report, entitled One Definitive Guide to Engaging Through Change, Korn Ferry experts recommend that company leaders:
“Change can make the future look less certain, which gives your competitors a great opportunity to try to snatch your best people,” said Royal. “Make sure you know who your high performers and high potentials are, then think about proactively engaging them. This is especially true for new hires, who may have signed up to work for a very different organization from the one it’s about to become.”
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