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Here are 10 shocking stats about employee engagement that our researchers have found. This infographic shows all that's wrong with disengaged employees. Read more on Officevibe Blog: https://www.officevibe.com/blog/disengaged-employees-infographic Download the most comprehensive guide to having engaged employees: http://officevi.be/employee-engagement-guide Use these 22 simple ways to boost job satisfaction: http://officevi.be/job-satisfaction-guide

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It’s so hard to have engaged employees. It’s such a delicate thing to try and get right because employees can be fragile. As a manager, you have to do everything in your power to make sure employees are happy and engaged at all times. Usually, the problem is the boss, and not things like the company, mission statement, or co-workers. If you know that your boss is the biggest problem, there are ten things that they do to kill motivation. If you’re a manager and you’re reading this, make sure you avoid these mistakes to ensure that your employees are engaged during work. The secret to good leadership is to be authentic. Be honest with your staff. Read more on Officevibe blog: https://www.officevibe.com/blog/10-kill-employee-motivation like us on Facebook!: www.facebook.com/officevibe

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By David F. Larcker, Nicholas E. Donatiello, Brian Tayan CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance at Stanford University, February 2017 In summer 2016, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of 1,554 individuals to understand how the American public views CEOs who engage in potentially unethical behavior, and the public’s determination of “fair punishment” for these actions. The study reveals that almost half of Americans believe CEOs should be fired (or worse) for unethical behavior. Violations of trust between company and customer are considered the most egregious. And, the public is surprisingly critical of CEOs who engage in “immoral” personal actions. Key takeaways include: Almost half of Americans believe CEOs should be fired (or worse) for unethical behavior. Violations of trust between company and customer are considered most egregious. The public is surprisingly critical of CEOs who engage in “immoral” personal actions. “We find that the public is highly critical of—and very willing to fire—CEOs who engage in behaviors that are morally or ethically questionable, even if these actions are not illegal and in some cases even if they cause no obvious harm to shareholders, employees, or the public,” says Professor David F. Larcker, Stanford Graduate School of Business. “This reflects, in part, the public’s lingering distrust of large corporations and CEOs in general.” KEY FINDINGS INCLUDE THE FOLLOWING: 1. MEMBERS OF THE PUBLIC ARE EXTREMELY CRITICAL OF CEOS WHO ENGAGE IN QUESTIONABLE BEHAVIOR. 2. THE PUBLIC BELIEVES A VIOLATION OF TRUST BETWEEN A COMPANY AND ITS CUSTOMERS IS THE MOST EGREGIOUS ETHICAL VIOLATION A CEO CAN MAKE. 3. BOARDS OF DIRECTORS ARE STRICTER THAN THE PUBLIC IN ADMINISTERING PUNISHMENT. 4. AMERICANS ARE SURPRISINGLY CRITICAL OF POTENTIALLY IMMORAL BEHAVIOR. 5. MALE AND FEMALE CEOS ARE HEL

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This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work. Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives. Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences. Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively. Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.

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