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| 'Self-promoters' do nothing but still get ahead at work | |
| (35 minutes later) | |
| You might have seen their strategically self-regarding emails or watched their self-inflating egos in work meetings. | You might have seen their strategically self-regarding emails or watched their self-inflating egos in work meetings. |
| But business school researchers have identified a type of employee who manages to look busy and successful, without actually doing anything useful. | But business school researchers have identified a type of employee who manages to look busy and successful, without actually doing anything useful. |
| The productivity study examined 28 UK workplaces and found staff who appeared to be "highly engaged". | The productivity study examined 28 UK workplaces and found staff who appeared to be "highly engaged". |
| But on closer inspection they were found to be "self-promoters" whose lack of effort pushed down overall output. | But on closer inspection they were found to be "self-promoters" whose lack of effort pushed down overall output. |
| The research, from the Ashridge at Hult International Business School, examined the engagement levels of teams of workers, across seven different employment sectors, such as health, government, transport and not-for-profits. | The research, from the Ashridge at Hult International Business School, examined the engagement levels of teams of workers, across seven different employment sectors, such as health, government, transport and not-for-profits. |
| It found some very motivated workers - and some who were plainly disgruntled and disaffected. | It found some very motivated workers - and some who were plainly disgruntled and disaffected. |
| Corporate culture | Corporate culture |
| But about one in five teams was a conundrum - where staff appeared to be very engaged, but where teamwork and productivity were poor. | But about one in five teams was a conundrum - where staff appeared to be very engaged, but where teamwork and productivity were poor. |
| The study found when "lifting the lid" on these groups of workers, that they were undermined by staff who were successfully "gaming the system" but not really getting anything done. | The study found when "lifting the lid" on these groups of workers, that they were undermined by staff who were successfully "gaming the system" but not really getting anything done. |
| They might constantly appear in a circuit of meetings, or get involved in conversations that were to their own advantage - but apart from playing the corporate culture, it was difficult to see what they actually achieved. | |
| In shift work, it could mean stretching out work to fit across the hours with the least effort. | In shift work, it could mean stretching out work to fit across the hours with the least effort. |
| These have been labelled the "pseudo-engaged" by employment researchers, as opposed to the "engaged" and "disengaged". | These have been labelled the "pseudo-engaged" by employment researchers, as opposed to the "engaged" and "disengaged". |
| 'Dysfunctional' but rewarded | 'Dysfunctional' but rewarded |
| Senior researcher Amy Armstrong said such "selfish" staff undermined teamwork and damaged productivity - and in a business sense had a negative impact. | Senior researcher Amy Armstrong said such "selfish" staff undermined teamwork and damaged productivity - and in a business sense had a negative impact. |
| But she said the pseudo-engaged could often be encouraged by the managerial system. | But she said the pseudo-engaged could often be encouraged by the managerial system. |
| "They're rewarded for that dysfunctional behaviour," said Dr Armstrong. | "They're rewarded for that dysfunctional behaviour," said Dr Armstrong. |
| They were more likely to get promotions, better pay and bonuses and to devote even more of their efforts to their own careers - to the detriment of collective productivity. | They were more likely to get promotions, better pay and bonuses and to devote even more of their efforts to their own careers - to the detriment of collective productivity. |
| "It's quite a depressing picture," she said. | "It's quite a depressing picture," she said. |
| This was often because such staff were "managing upwards" by making themselves look good in front of senior managers. | This was often because such staff were "managing upwards" by making themselves look good in front of senior managers. |
| Staff who spent their time promoting themselves in meetings were likely to benefit more than colleagues who were doing the work. | Staff who spent their time promoting themselves in meetings were likely to benefit more than colleagues who were doing the work. |
| Such workplaces could outwardly appear to have lots of commitment and support for company goals. | Such workplaces could outwardly appear to have lots of commitment and support for company goals. |
| But below the surface the researchers found "low levels of trust and cohesion" with "little evidence of collegiality or support for one another". | But below the surface the researchers found "low levels of trust and cohesion" with "little evidence of collegiality or support for one another". |
| It can leave other staff feeling stretched and without any sense of "togetherness". | It can leave other staff feeling stretched and without any sense of "togetherness". |
| Dr Armstrong said in such workplaces there can appear to be "no point to teamwork" because of the individuals who seem to benefit from their self-promotion. |