What's the Impact of 25% of Employees Cutting Corners?
I have to admit, I was surprised when I saw this recent survey.
It turns out that more than 1 in 4 workers say they are pressured to cut corners to save time or money.
This conclusion comes from a new report, Feedback from the Field from SafetyCulture.
The research also points to growing expectations on frontline workers to prioritize speed over standards, which resulted in 27% of workers saying they are pressured to cut corners to save time or reduce costs as one of their biggest issues.
“Pressure builds quickly when workers are expected to move faster without the systems or support to do the job properly," said Tom Murdock, managing director Americas, SafetyCulture, in a statement. "Over time, that creates frustration, disengagement, and increased operational risk.
“When employees feel pressure to cut corners or work around broken processes, businesses risk more than morale issues. They risk inconsistent standards, repeated mistakes, and lower quality outcomes, all of which impact the bottom line. The good news is that companies can get both: consistent standards and speed.”
The breakdown of this frustration is as follows:
- Unrealistic expectations from leadership (44%)
- Slow responses to resolving issues or risks (35%)
- Not having the right tools or resources to do the job effectively (24%)
- Outdated systems or equipment (24%)
- Lack of relevant training (22%)
The report notes that the findings paint a picture of workers feeling increasingly unsupported while being expected to maintain productivity and performance.
Workers want pay, recognition and communication
Almost all workers surveyed (96%) said there are things business leaders could do differently to improve workplace relationships and reduce frustration.
Actions companies can take include:
- Better pay and benefits(47%)
- Stronger recognition for good performance (38%)
- More regular communication (30%)
- Greater transparency (29%)
- Faster action on employee feedback (28%)
Reducing friction could improve morale and performance
The report says that by making it easier for workers to raise problems and equipping teams with the information they need to resolve issues quickly, businesses can improve both morale and operational performance.
“Frontline workers are often the first to spot inefficiencies, risks, or broken processes, but frustration grows when issues are repeatedly raised without action,” Murdock said.
“The organizations performing best are the ones creating strong feedback loops, fixing problems quickly, and giving workers the tools and visibility they need to do their jobs effectively.”