British workers claim that a staggering 72 per cent of the slip-ups they make on the job never come to light. Human errors are left uncorrected as employees keep quiet about their blunders, and managers fail to spot and correct wrongdoings. The USA comes a close second, with 68 per cent of all staff mistakes never coming to the attention of the boss.
Elsewhere, the problem of undiscovered errors exists to a lesser extent. It seems that in Sweden, employees and bosses are more likely to confront mistakes – workers state that 53 per cent of their errors never come to light. In Australia, 54 per cent of slip-ups are concealed.
News that they are only scratching the surface of sloppy performance will be worrying to employers across the globe. According to the latest findings from SHL’s Getting the Edge in the New People Economy report, conducted by The Future Foundation, managers believe that employee gaffes are already
costing them dear – UK business is losing £9.8 billion a year through human error. Managers in Hong Kong believe that individual’s blunders add up to exteme financial losses – 2.6 per cent of total GDP.
Kevin Kerrigan, managing director, SHL UK commented: “The research indicates a wide difference in attitudes towards mistakes from country to country. The typically British “stiff upper lip” syndrome may mean that many British employees don’t like to admit that they need extra help, and try to gloss over errors rather than working with management to tackle issues straight on.
“Understanding the different expectations of management and workers in organisations around the world is a key criteria in successful management. Today’s complex global market place demands cultural sensitivity and local knowledge combined with global reach and strategy. This applies as much to organisations, such as SHL, offering advice and services to businesses across the world as it does to those businesses themselves.”
Common workplace clangers
1. Sending sensitive / damaging emails to the wrong contacts
2. Forgetting deadlines
3. Giving the wrong information
4. Adding / subtracting a zero on orders
5. Losing company property
Notes to editors
Getting the edge in the New People Economy: The Future Foundation surveyed 700 managers across seven countries (UK, USA, Sweden, Netherlands, India, Hong Kong, Australia).
This research was supported by a further survey of 2500 employees and a series of in-depth interviews with recognized business leaders and gurus, extensive desk research and literature review.
The report is available for download at www.shl.com/edge
About SHL Group PLC
SHL is the world-leading provider of psychometric assessment and development solutions. The company supports organisations in the selection, recruitment, promotion, succession planning and development of talented people at all levels and across all sectors. Operating in 40 countries and more than 30 languages, the SHL Group devises innovative approaches to help organisations increase productivity and gain competitive advantage through the more effective use of their human capital. SHL has over 5,500 organisations as clients, including many of the Global and Times Top 1000, and is recognised as the foremost provider of objective assessment products in the world.
About The Future Foundation
The Future Foundation is a strategic consultancy and think-tank. At the Future Foundation, our mission is to understand what is really going on in the world, to provide order within the complexity, to present a clear sense of understanding and direction.
For further information please visit www.futurefoundation.net