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Organizations Must Tap Into Worker Passion to Address Competitive Pressures

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September 19, 2013

Organizations Must Tap Into Worker Passion to Address Competitive Pressures

By Mandira Srivastava, TMCnet Contributor


Deloitte (News - Alert) University has published a report entitled "Unlocking Passion of the Explorer."  This report explains how worker passion is related to his/her performance and how leaders can foster the dispositions of the workforce by redesigning the work environment. With growing competitive pressures, organizations need workers who can bring passion to their jobs to fight with challenges and accelerate performance improvement.


Deloitte’s survey revealed that only 11 percent of U.S. workers have the necessary attributes to lead to accelerated learning and performance improvement. Moreover, the report says that Return on Assets (ROA) for U.S. organizations has been decreasing for the past 47 years, despite gains in labor productivity, and it shows no signs of stabilizing.

In a statement, John Hagel, director at Deloitte Consulting LLP and co-chairman of Center for the Edge, said, "CEOs are struggling mightily to position their organizations within the hypercompetitive global economy. Unleashing the passion that is latent within existing employees is a long-term solution versus narrowly focusing on just recruiting passionate people. Passionate people will naturally drive their organization to the next level and set up their employer for longer-term success."

The survey suggests that the most important thing for any business leader is to know how to create a passionate employee population. 79 percent of workers who show the most robust passion say they already work for their "dream" organization, even if they are not currently in their dream work role. The most passionate workers are likely to be in the management and marketing functions (17 percent and 16 percent, respectively). Conversely, they are least likely to work in the customer service (5 percent), accounting / finance (7 percent), human resources (7 percent), and manufacturing (7 percent) areas.

Unsurprisingly, employee passion also correlates with compensation. Higher pay brackets have a higher concentration of passion; among those making more than $150,000, 44 percent are passionate versus just 15 percent or fewer in lower income brackets.




Edited by Blaise McNamee







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