'Dis' is the problem - engagement is the solution!

Disenchantment, disengagement and disgruntlement are often a feature of the workforce in many large corporations - and some small ones!

Traditionally people in these jobs had security, reasonable salaries and conditions.  Many stayed in their jobs for exactly these reasons - even if their work no longer stimulated or challenged them, the comfort of the regular income and stability outweighed the pain of boredom and frustration.  The result - people who feel disempowered.  And the current climate means that these jobs are no longer secure, so there is fear of change added to the dissatisfaction.

Is it all doom and gloom?  In some places, yes! - however if you're managing people like this, you can easily improve the situation by making a few simple changes.

1. Engage the team

Include them in discussions about the strategic direction of the organisation.  What is the big picture, what are the long term goals?  How valuable is their contribution towards achieving these - let them know.  Often disenchantment grows from a sense of being unappreciated and unnoticed.  Recognition of people's existence and their value to the organisation may sound obvious, but is often missed in the day to day routine.  What are their ideas for improving systems, customer service, increasing sales, reducing wastage?  The people at the 'coalface' usually have clear ideas about these areas, and would love to be asked - and if their ideas are implemented, give them the credit.

2. Be open about organisational changes

Insecurity usually grows from uncertainty, not knowing, hearing rumours.  The more open you can be about keeping people in the loop, the better they will adjust to changes - and the more they can contribute.  Of course sometimes changes need to be kept confidential until new deals are secured or contracts signed - however as soon as it is feasible and practical, communicate openly with the team.  If individual circumstances are going to change significantly (for example, redundancy) the more support and input you can give to the person, the better their experience of redundancy will be and therefore the better their longer-term memory of your organisation will be.
3. Ask them what would make their jobs more interesting/stimulating/challenging. 
You might be surprised at how many are keen to try something new, step up to new responsibilities, have an opportunity to gain new experience - which will make them more valuable to the organisation.  If their suggestions are not feasible be sure to give them the reasons why.  Consistently open and effective communication will go a long way to giving people more engagement in the organisation.

4. Consider team development work

Investment in team coaching and development can create significant shifts - such as helping the team and individuals to explore their personal values and compare them with organisational values.  Alignment between values will make a team far stronger; a mismatch, when discovered, will help to explain why some team members may feel the way they do - and help to give them clarity on whether or not they should stay, or search for a new position that more closely aligns with their own values.

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