20 Signs of an Unhappy Workforce

Interesting post in the ASSIEM blog of 20 signs that signal unhappy workers. I wouldn’t take the list at face value (see my reply to that post below) but it sure is a good starting point for looking at your organization.

  • Increase in conflict amongst team members
  • Increase in conflict between manager and employees
  • Rudeness or unruliness
  • Lack of enthusiasm
  • Lack of engagement
  • De-motivation
  • Avoidance of work and/or making decisions
  • Emotional distress
  • Disorganised work environment
  • Decreased productivity
  • Not reaching expected targets or project/task delays
  • Customer complaints
  • Manager morale is low
  • Bullying (whether obvious or subtle) – between employees or manager to employee
  • Complaints about boredom
  • Constantly working through lunch or long hours in the office
  • Gossip and grapevine discussions re redundancy, reduced hours, lack of promotion/remuneration etc
  • Communication shut down towards the manager
  • Negative attitude to new projects or any change required of them
  • Increased staff turnover

Here was my reply to that post:

Thanks for a fine list of things to consider. But I do hope that your readers don’t assume that the presence of any of of these items signals unhappy workers. I am quite happy (I work for myself) but I am wildly disorganized and postpone some decisions. You could argue that I am not as organized as I would like, but I am happy and pretty productive. (i.e. in business since 1978, had a few books published, and clients still call me.) Nevertheless, I think the list is well worth our attention. Any one of the items could be the tip of a very big iceberg.

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    Comments

    2 Responses to 20 Signs of an Unhappy Workforce

    1. Great post Rick! I agree with all of the points made, I’ve seen it first hand back when I was working at WalMart lol. The management team were horrible; bullies. I’m glad to have worked there though because that’s when I realized I just had to start working for myself :)

    2. Sharon says:

      I like your thinking Rick – though I think the biggest danger is when managers work on the symptoms rather than looking for the source of the problem. With so many organizations a shift to postively engaging change resistors also means getting opinions heard – and in the early stages this can sound like conflict. Its why expert facilitation is so important when making a cultural shift in the way resistance is managed. – your response post is great – and it is double posted for some reason

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