10 Shocking Stats About Employee Engagement

10 Shocking Stats About Employee Engagement Here’s a fun fact: The song Working for the Weekend by Canadian rock band Loverboy still appears on VH1’s 100 Greatest Songs of the 80s. What’s this got to do with employee engagement?The fact that the song is still ranked in this list shows that there’s still a lot of people who feel a connection to the lyrics of the song and who are always waiting for the weekend.In other words, majority of employees are disengaged at work and are always looking for the next opportunity to spend some time away from work.Employee engagement is a very important factor to the success of any company, and unfortunately, it has become a huge problem in today’s workplace, impacting everything from productivity to customer satisfaction.According to the Deloitte Review, American companies spend over $100 billion every year in a bid to improve employee engagement.Sadly, all this expenditure does not seem to making much of an impact, considering that a separate poll by Gallup shows that only slightl y more than one third of employees (34%) are engaged at work.While this is an improvement from previous years, the number is still quite low.To help employers gain a better understanding of employee engagement and its impact on companies, we are going to take a look at 10 shocking statistics on employee engagement.Before we get to that, however, let’s take a moment to understand what employee engagement means.WHAT IS EMPLOYEE ENGAGEMENT? Employee engagement refers to how connected an employee is to their job and the level of emotional commitment they have to the organization and its goals.Engaged employees care about their work, rather than simply working for the paycheck at the end of the month.Disengaged employees, on the other hand, do not care about their job or how it contributes to the organizational goals.They only care about the benefits they get from their job, such as a paycheck, a promotion, and so on. They are not enthusiastic about their job and will never go above an d beyond in their duty for the sake of the company.To make it easier to distinguish between engaged and disengaged employees, I’ll use an illustration.Assume there are two guys, Pete and Mike, who work in the IT department.One day, a couple minutes just before the end of the work day, they both notice that there is glitch that would make the company network vulnerable to external attacks.After checking the magnitude of the problem, Pete realizes that it will take at least one and a half hours to solve the problem.Since he was almost getting done for the day, he decides to pretend that he hasn’t noticed the glitch to avoid working overtime.Mike, on the other hand, understands that there is a huge risk in leaving the glitch unresolved overnight.Instead of leaving the problem until the following day, he spends an extra hour and a half at the office resolving the problem.Mike does not gain anything by spending the extra time at the office, but he still does it because he cares about his job and its impact on the entire organization. In other words, he is an engaged employee.Pete, on the other hand, is disengaged and is not willing to sacrifice his personal time for the organization.He does not care much about the organization, he only cares about the money in his account at the end of the month.It’s good to note that there is a difference between employee engagement and employee satisfaction. Very often, many managers confuse between the two.Employee satisfaction simply focuses on how contented or happy employees are with their job.It does not address how motivated, committed or involved they are. Just because an employee is happy with their job doesn’t mean that they are engaged at work.Actually, to some employees, being happy with their job might mean doing as little as possible.Now that you understand what employee engagement means, let’s at 10 shocking statistics on employee engagement.ONLY 25% OF EMPLOYERS HAVE AN EMPLOYEE ENGAGEMENT STRATEGYMost em ployers agree that employee engagement is very important for business success.At the same time, it is surprising that majority of employers do not have an employee engagement strategy in place.A survey carried out recently found out that out of every 10 employers, only less than two (25%) have an established employee engagement strategy.Like most other business processes, the only way to improve engagement is to have a comprehensive strategy that outlines what the company intends to achieve in terms of employee engagement, as well as how this will be achieved.In addition, the company also needs to have metrics that will be used to monitor and track the progress and success of the employee engagement strategy.INCREASED ENGAGEMENT CAN INCREASE PROFITS BY 21%You might be aware that employee engagement affects things like productivity and customer satisfaction, but what exactly does this mean for the company’s bottom line?Well, according to a Gallup poll, an increase in employee engag ement can drive up profits by 21% or more.In addition, the companies that rank among the top 20% in terms of engagement have 59% less turnover and a 41% reduction in employee absenteeism.This shows just how important employee engagement is at the workplace.This means that any company that wants to be successful needs to make employee engagement one of the pillars of their business strategy.Highly engaged employees will do their work with passion, energy, and enthusiasm, which will translate to better products and services.LACK OF EMPLOYEE ENGAGEMENT IS COSTING COMPANIES OVER $450 BILLION PER YEARIf a 21% increase in profits is not enough to convince you how important employee engagement is, what if I told you that your company might be losing money because of lack of employee engagement?Well, a report by Harvard Business Review states that companies are losing between $450 and $550 billion per year as a result of employee disengagement.Unfortunately, this money is lost in expenses t hat are not directly linked to employee engagement, which means businesses are wasting money without realizing that they could cut these losses by improving employee engagement.One of the major ways through which lack of employee engagement leads to losses is through loss of talent. High levels of employee disengagement leads to an increase in turnover rate.This means that companies have to constantly spend money on hiring and onboarding, which can be quite expensive.In addition, lack of engagement leads to reduced productivity, lower quality products and services, absenteeism, and so on â€" all of which lead to loss of money.70% OF EMPLOYEES DON’T FEEL ENCOURAGED TO GROW WITH THE COMPANYFor majority of today’s workforce, and especially Gen Y and Gen Y workers, career growth and development is very important.Actually, the pursuit of career growth is one of the major reasons why most employees look for new job opportunities.In spite of this, it is surprising that many employers d o not do much to encourage the growth and advancement of their employees.According to Gallup’s State of the American Workforce report, 7 out of every 10 employees feel that their employers do not care much about the employee’s growth and advancement within their companies.When employees feel that their employer does not care much about their growth and development, not only will they become disengaged at work, they will also start looking for opportunities for growth elsewhere.This means that companies are losing both productivity and some of their best talent by not encouraging the growth of employees within the company.75% OF EMPLOYEES QUIT BOSSES, NOT JOBS Source: ChartCourse.comWhen employees start becoming disengaged, people automatically assume that there is something about the company or the job that led to the disengagement.More often than not, however, the disengagement is not triggered by the company itself, but rather by the employee’s manager.A poll by Gallup found that 75% of employees who leave their jobs do it because of their boss.This shows that the key to dealing with employee disengagement is to start at the top.Without the right managers, all attempts at improving employee engagement will ultimately fail.ALMOST 70% OF EMPLOYEES RECEIVE NO RECOGNITION IN A MONTHLack of recognition is one of the causes of employee disengagement.Everyone wants to know that what they are doing counts, and the most effective way of letting someone know that their work counts is by recognizing their efforts.Without consistent recognition, employees start feeling like small cogs in a very huge machine, like all the effort they are putting i nto their work is not being appreciated.This can quickly lead to high levels of disengagement. If it remains unaddressed, some of your best talents will start looking for new opportunities where their efforts will be recognized.Despite this knowledge, it is shocking that majority of employers and managers do not give consistent recognition to their employees.According to a report by Achievers, almost 70% of employees do not receive any recognition from their employers in a month.Even worse, 89% do not receive any recognition in a week.If employers want to increase employee engagement levels within their companies, they have to commit to giving more consistent recognition to their employees.21% OF EMPLOYEE FEEL THAT THEIR VOICES ARE NOT GETTING HEARDIn addition to receiving recognition for their efforts, employees also want to feel that their voices are getting heard.How would it make you feel if your opinion gets ignored every time you share it?Not very good, I presume.However, that is exactly what employers are doing to employees.According to the Achievers report, 21% of employees surveyed reported that their employer was poor at asking for feedback from employees. Some employees even reported that their employers do not request for employee feedback at all.If you are wondering why asking for feedback from employees is such an important thing, you should keep in mind the fact that 13% of employees are willing to look for a new job if they feel that their current employer does not listen to them.To avoid losing some of your best talent, as well as the costs that come with hiring and onboarding new employees, you should ensure that your company has a well laid out process for collecting employee feedback.However, you should not stop at that.For employees to feel heard, you must also take appropriate action based on their feedback.ALMOST HALF OF EMPLOYEES DO NOT KNOW THEIR JOB EXPECTATIONS Source: ChartCourse.comWithout a clear understanding of what is expected of you at the workplace, as well as how your job ties in to the organization’s mission and goals, being engaged in your work can be quite a challenge.On the face of it, this looks like something very obvious.Unfortunately, employers do not seem to be paying much attention to this “obvious” piece of information, if Gallup’s State of the American Workplace report is anything to go by.According to the report, only 6 out of every 10 employees are aware of what is expected of them at the workplace.This means that almost half of employees do not know what their employers expect of them, and could therefore be doing something that does not even move the company closer to its mission and goals.SAFETY ISSUES AT THE WORKPLACE CAN BE REDUCED BY INCREASING EMPLOYEE ENGAGEMENTThis might sound surprising, but there is actually a correlation between safety issues at work and employee engagement.The more engaged your wo rkers are, the less likely there are to be safety issues at work.The same Gallup report conducted a study in the healthcare industry and found out that workplaces where employee engagement was high were 70% less likely to experience employee safety incidents.They also noticed that patient safety issues were 58% lower in these workplaces.This makes sense. When employees are passionate and enthusiastic about their jobs, they are more likely to pay greater attention to what they are doing, to avoid unnecessary shortcuts, and so on.This decreases the likelihood of safety mishaps happening.EMPLOYEES WANT GREATER INCLUSIVITYA report by Deloitte found out that diversity and inclusivity was a top priority for 69% of polled executives.The report also shows that 39% of employees are willing to leave their current jobs for a new job in companies whose culture is more inclusive.This is even more significant if majority of your workforce is comprised of millennial workers.According to the report , more than half of millennial employees (53%) will leave their current job to move to a company that embraces diversity and inclusivity.WHY DO EMPLOYEES BECOME DISENGAGED AT WORK?The above statistics show that employee engagement is a huge problem in the modern workplace.Question is, why are so many employees disengaged at work?What are some things that make employees disengaged?Some of the causes of employee disengagement include:Under/Over QualificationWhen there is a disconnect between an employee’s skills and the responsibilities of their position, this can easily lead to employee disengagement.When an employee is underqualified for their position, they will feel overwhelmed by the expectations that come with the position.This can lead to a lot of stress. If the situation is not addressed (usually by way of training and guidance), the employee will start lagging behind, and in most cases, they will end up losing motivation for the job.When an employee is overqualified, on the other hand, they will feel that their skills and expertise are not being fully utilized. They will have nothing to challenge them in their job.If they are not given more responsibilities that are at par with their qualifications, they are likely to get bored with their jobs.Such employees have the highest likelihood of searching for a better, more challenging job.Lack of Career Advancement OpportunitiesLike I mentioned earlier, career growth and development is very important to today’s workers.Employees want to be given opportunities to improve their skills, take on greater responsibilities, and earn more money.If it becomes apparent to an employee that there are no opportunities for them to grow within the company, they will stop giving their all because there will be nothing to be gained from it.They become bored with their job and start doing just the bare minimum required of them at work.Lack of RecognitionEmployees want to know that their work is valued by the organization.W henever they go above and beyond in their duty, they want their efforts to be noticed.When they perform exceptionally well, they want their hard work to be rewarded with bonuses, pay raises, and promotions.If an employee notices that all their hard work is not getting noticed, they will lose their enthusiasm and commitment and stop trying too hard.Excessive WorkloadIf an employee is constantly overburdened with work, they are likely to get burnt out and get resentful. They lose their motivation for their work.This is especially common if all their hard work goes unrecognized. Sometimes, being overworked can even lead to stress, depression, and substance abuse.Poor Work-Life BalanceHaving a proper work-life balance is very important.When employees start feeling like they have to sacrifice their personal time to work for the company, they will become resentful and demotivated.Most will actually start looking for new job opportunities.Lack of Tools and ResourcesSometimes, despite an em ployee’s willingness to do their jobs the right way, the company might not be providing them with the tools and resources they need to get their work done.Having to constantly come up with unorthodox ways of getting their work done reduces the employee’s satisfaction with their job.HOW TO PREVENT YOUR EMPLOYEES FROM BECOMING DISENGAGED AT WORKHaving seen how employee disengagement can take a toll on your company’s bottom line, it is important to put in place measures to prevent your employees from becoming disengaged.Some of the steps you can take to prevent disengagement include:Spot Disengagement EarlyEmployees don’t wake up one day, flip a switch and become disengaged. It starts slowly and snowballs to the point where the employee loses all commitment to their job.The key therefore, is to spot the early signs of disengagement and do something before it becomes a real problem.Some of the early signs of employee disengagement include employees taking frequent sick leaves, r educed communication from employees, the office looking emptier on Fridays and Mondays, subpar performance at work, indifference to team wins, and so on.Come Up With Well-Defined Career Paths for Your EmployeesWe’ve already seen that the feeling that there are no opportunities for growth is one of the major contributors of employee disengagement.To prevent this from afflicting your workers, you should ensure that your employees have a good idea of how their career will progress in the next two, three, or five years.Together with the employee, come up with a personalized and well-defined plan on how the employee will move up the company, acquire new skills, achieve certifications, receive pay raises and bonuses, and so on.This will enhance your employees’ morale and keep them motivated and satisfied.Give RecognitionSince lack of recognition is another major cause of employee disengagement, managers should get in the habit of giving recognition to their staff.When it comes to givi ng recognition, managers should do it immediately following whatever achievement or action warranted the recognition.Don’t wait for the next performance review to give recognition.The more you wait, the less effective the recognition becomes.In addition, you should point out the specific action that you are appreciating, rather than generalizing the recognition. Avoid something like “You have done a great job this month.”It’s also good to note that you don’t have to give elaborate rewards for the recognition to be effective.Even something as simple as giving the employee a card appreciating their good work, inviting them to lunch one day, or recognizing their effort in front of the whole company is enough to make an employee feel appreciated.However, keep in mind that giving recognition is a two edged sword.When giving recognition, managers should make sure that the given recognition matches the effort and achievement of the employee.In other words, the recognition should only be given when it is warranted.In addition, the recognition should come off as sincere.If the employee feels that the recognition is undeserved or insincere, it might even trigger disengagement where there was none initially.Let Them in on the Big PictureEmployees will also become disengaged when they don’t know what’s going above them and don’t understand how their work contributes to the greater goal.To prevent this, it is important to make it clear to the employees what the top end goals of the organization are, and how what they are doing contributes to these goals.This can be done through regular staff meetings where the management lets employees know about the strategic decisions that are being made at the top level.Employees should also be given a chance to share their contributions as regards the company’s direction.WRAPPING UPThe 10 statistics shared in this article show that lack of employee engagement is a huge problem in the workplace today, and one that migh t be costing your company money in multiple ways.Fortunately, I have also detailed some steps that you can take to prevent your employees from becoming disengaged at work.While these measures will reduce the likelihood of widespread employee disengagement, it is also good to note that in as much as you try, it is not possible to entirely stop all workers from becoming disengaged.The trick, therefore, is to create an environment where majority of employees remain engaged and committed to their work.

Drug Drugs And The New Zealand Party Scene - 1723 Words

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Contraception And Reproduction Influenced Population

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Science, Health, and Medicine Free Essays

Science, Health/Medicine The 1980s was a huge breakthrough for science and medicine. A lot of drugs were invented and medical procedures were carried out for the first time. Some of the medicinal inventions were: * 1980, the hepatitis-B vaccine. We will write a custom essay sample on Science, Health, and Medicine or any similar topic only for you Order Now * 1982, human growth hormone genetically engineered. * 1983, Soft bifocal contact lens invented. * 1986, Synthetic skin invented by G. Gregory Gallico, III. * 1987, the introduction of Prozac; it transformed the treatment of depression. * 1989, The RU-486 (abortion pill) invented. In 1982, the first ever artificial human heart, made by Dr. Robert Jarvik, was implanted into Barney Clark; he survived for 112 days. In 1984, in the Loma Linda Medical Center, baby Faye’s heart is explanted and replaced with a baboon heart. She survived for 3 weeks but died of a kidney infection which could or could have not have been caused by the new heart her body might have been rejecting. Stephanie Fae Beauclair Stephanie Fae Beauclair In 1984, researchers identified the virus that caused AIDS as HIV and in 1986, it was recognised that AIDS was transmitted through heterosexual contact as well as homosexual contact. Test tube baby (In vitro fertilisation) In vitro fertilisation is a process where the egg is fertilised by the sperm outside of the body in a test tube and is a procedure that is used for people who aren’t able to have a baby the natural way. Once the egg has been fertilised outside the body, it is transferred into the uterus so that it can have a natural birth like any other baby. Even though the first in vitro baby was born in 1978, the number of IVF babies had risen in the 80s because of huge improvements to the treatment. Australia’s first IVF baby was born in 1980, USA’s in 1981 and in Sweden and France, 1982. How to cite Science, Health, and Medicine, Papers

Obstacles in Education free essay sample

Obstacles of my education During my first college experience, at eighteen years old, I truly believed I had too many things taking time away from schoolwork. After all, I was busy with a healthy social life, a 15 hour a week Job driving the beverage cart at a golf course, and a boyfriend who lived an hour away. It has been fifteen years since that naive undergrad first entered college. The social life has become play dates, the 15 hour a week part time Job has turned into a full time grown up Job, and that boyfriend has been my husband for eleven years. As an adult learner, there are obviously several obstacles to completing my education. The most important of these are my home, husband, and children. One of the obstacles in my education is my responsibility to my house. My husband and I both work full time Jobs in order to pay all of our household expenses. We will write a custom essay sample on Obstacles in Education or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Time must be made to budget for and pay all of the monthly bills and miscellaneous expenses. Since time always seems to be at a shortage, I often use my lunch hour to complete grocery shopping in order to feed my family and stock our house. Along with the cost of living as a family of five, there is also the added stress of keeping a house running smoothly and with some bit of structure and organization. My husband, Brian, is another of the obstacles I face. While he tries to be supportive, I know it is difficult for him to pick up the slack on weekends or at night when I am trying to complete assignments. My husband also likes to spend his weekends going to the New Orleans Saints games or hunting and that leaves me to care for all three children while attempting coursework. Brian is a great father, but the baby tends to always want me and it is trying on both of us, and our relationship. An occasional date night definitely helps us relax and reconnect as a team, but also takes away from my studies. The most important and time consuming obstacle I face is obviously my children. They are eight, three, and two months. Each of the children has his own set of needs and the older children have their own activities. With the baby, since she is breastfed, I am the only person who can feed her. This presents a problem since I cant be too far away for very long and have to wake up every night to nurse her. Since her birth, I am exhausted from lack of sleep, and find it very difficult to focus. My son is three, and is still adjusting to his new sister; he needs extra mommy time to help him through the changes. My eight year old daughter attends a private school which requires a lot of parental involvement. There always seems to be some weeknight meeting or weekend event to attend, on top of piano, gymnastics, nd the busy social life of an eight year old. While my children are my most time consuming obstacle, they are also my biggest motivation. They motivate me every day to complete this program to make them proud and show them what can be accomplished with hard work and dedication. When I walk across that stage at graduation, I know my family will be there cheering me on. I also hope that watching me complete this at this stage in my life shows them that anything is possible with the love and support of your family. Obstacles in Education By maddiel 30

Federalism and the United States Constitution

Federalism and the United States Constitution Federalism is a compound system of government in which a single, central or â€Å"federal† government is combined with regional government units such as states or provinces in a single political confederation. In this context, federalism can be defined as a system of government in which powers are divided among two levels of government of equal status. In the United States, for example, the system of federalism - as created by the U.S. Constitution - divides powers between the national government and the various state and territorial governments. How Federalism Came to the Constitution While Americans take federalism for granted today, its inclusion in the Constitution did not come without considerable controversy. The so-called Great Debate over federalism took the spotlight on May 25, 1787, when 55 delegates representing 12 of the original 13 U.S. states gathered in Philadelphia for the Constitutional Convention. New Jersey was the lone state that chose not to send a delegation. The main goal of the Convention was to revise the Articles of Confederation, adopted by the Continental Congress on November 15, 1777, shortly after the end of the Revolutionary War. As the nation’s first written constitution, the Articles of Confederation provided for a decidedly weak federal government with more significant powers granted to the states. Among the most glaring of these weaknesses were: Each state - regardless of its population - got only one vote in Congress.There was only one chamber of Congress rather than a House and Senate.All laws required a 9/13 supermajority vote to pass in Congress.Members of Congress were appointed by the state legislatures rather than elected by the people.Congress had no power to levy taxes or regulate foreign and interstate commerce.There was no executive branch provided to enforce laws passed by Congress.There was no Supreme Court or a  lower national court system.Amendments to the Articles of Confederation required a unanimous vote of the states. The weaknesses of the Articles of Confederation had been the caused a seemingly endless series of conflicts between the states, especially in the areas of interstate trade and tariffs. The delegates to the Constitutional Convention hoped the new covenant they were crafting would prevent such disputes. However, the new Constitution finally signed by the Founding Fathers in 1787 needed to be ratified by at least nine of the 13 states in order to take effect. This would prove to be far harder than the document’s supporters had expected. A Great Debate Over Power Erupts As one of the most impactful aspects of the Constitution, the concept of federalism was considered extremely innovative - and controversial - in 1787.   Federalism’s sharing of powers by both the national and state governments was viewed to be in stark contrast to the â€Å"unitary† system of government practiced for centuries in Great Britain. Under such unitary systems, the national government allows local governments very limited powers to govern themselves or their residents. Thus, it is not surprising that Articles of Confederation, coming so soon after the end of Britain’s often tyrannical unitary control of colonial America, would provide for an extremely weak national government. Many newly-independent Americans, including some tasked with drafting the new Constitution, simply did not trust a strong national government - a lack of trust that resulted in a Great Debate. Taking place both during the Constitutional Convention and later during the state ratification process, The Great Debate over federalism pitted the Federalists against the Anti-Federalists. Headed by James Madison and Alexander Hamilton, the Federalists favored a strong national government, while the Anti-Federalists, led by Patrick Henry of Virginia, favored a weaker U.S. government leaving more power to the states. Opposed to the new Constitution, the Anti-Federalists argued that the document’s provision of federalism promoted a corrupt government, with the three separate branches constantly battling each other for control. In addition, the Anti-Federalists stirred fear among the people that a strong national government might allow the President of the United States to act as a virtual king. In defending the new Constitution, Federalist leader James Madison wrote in the â€Å"Federalist Papers† that the system of government created by the document would be â€Å"neither wholly national nor wholly federal.† Madison argued that federalism’s system of shared powers would prevent each state from acting as its own sovereign nation with the power to override the laws of the Confederation. Indeed, the Articles of Confederation had unequivocally stated, â€Å"Each state retains its sovereignty, freedom, and independence, and every power, jurisdiction, and right, which is not by this Confederation expressly delegated to the United States, in Congress assembled.† Federalism Wins the Day On September 17, 1787, the proposed Constitution - including its provision for federalism - was signed by 39 of the 55 delegates to the Constitutional Convention and sent to the states for ratification. Under Article VII, the new Constitution would not become binding until it had been approved by the legislatures of at least nine of the 13 states.    In a purely tactical move, the Federalist supporters of the Constitution began the ratification process in those states where they had encountered little or no opposition, postponing the more difficult states until later. On June 21, 1788, New Hampshire became the ninth state to ratify the Constitution. Effective March 4, 1789, the United States officially became governed by the provisions of the U.S. Constitution. Rhode Island became the thirteenth and final state to ratify the Constitution on May 29, 1790. The Debate Over the Bill of Rights Along with the Great Debate over federalism, a controversy arose during the ratification process over the Constitution’s perceived failure to protect the basic rights of American citizens. Led by Massachusetts, several states argued that the new Constitution failed to protect the basic individual rights and freedoms that the British Crown had denied the American colonists -   the freedoms of speech, religion, assembly, petition, and the press. In addition, these states also objected to the lack of powers granted to the states. In order to ensure ratification, supporters of the Constitution agreed to create and include the Bill of Rights, which at the time, included twelve rather than 10 amendments. Mainly to appease Anti-Federalists who feared that the U.S. Constitution would give the federal government total control over the states, Federalist leaders agreed to add the Tenth Amendment, which specifies that, â€Å"The powers not delegated to the United States by the Constitution, nor prohibited by it to the States, are reserved to the States respectively, or to the people.†Ã‚   Updated by Robert Longley

P-47 Thunderbolt in World War II

P-47 Thunderbolt in World War II During the 1930s, the Seversky Aircraft Company designed several fighters for the US Army Air Corps (USAAC) under the guidance of Alexander de Seversky and Alexander Kartveli. In the late 1930s, the two designers experimented with belly-mounted turbochargers and created the AP-4 demonstrator. Having changed the company name to Republic Aircraft, Seversky and Kartveli moved forward and applied this technology to the P-43 Lancer. A somewhat disappointing aircraft, Republic continued to work with the design evolving it into the XP-44 Rocket/AP-10. A fairly lightweight fighter, the USAAC was intrigued and moved the project forward as the XP-47 and XP-47A. A contract was awarded in November 1939, however the USAAC, watching the early months of World War II, soon concluded that the proposed fighter was inferior to current German aircraft. As a result, it issued a new set of requirements which included a minimum airspeed of 400 mph, six machine guns, pilot armor, self-sealing fuel tanks, and 315 gallons of fuel. Returning to the drawing board, Kartveli radically changed the design and created the XP-47B. P-47D Thunderbolt Specifications General Length:  36 ft. 1 in.Wingspan:  40 ft. 9 in.Height:  14 ft. 8 in.Wing Area:  300 sq. ft.Empty Weight:  10,000 lbs.Loaded Weight:  17,500 lbs.Maximum Takeoff Weight:  17,500 lbs.Crew:  1 Performance Maximum Speed:  433 mphRange:  800 miles (combat)Rate of Climb:  3,120 ft./min.Service Ceiling:  43,000 ft.Power Plant:  1 Ãâ€" Pratt Whitney R-2800-59 twin-row radial engine, 2,535 hp Armament 8 Ãâ€" .50 in (12.7 mm) M2 Browning machine gunsUp to 2,500 lb of bombs10 x 5 unguided rockets Development Presented to the USAAC in June 1940, the new aircraft was a behemoth with an empty weight of 9,900 lbs. and centered on the 2,000 hp Pratt Whitney Double Wasp XR-2800-21, the most powerful engine yet produced in the United States. In response to the aircrafts weight, Kartveli commented,It will be a dinosaur, but it will be a dinosaur with good proportions. Featuring eight machine guns, the XP-47 featured elliptical wings and an efficient, durable turbocharger which was mounted in the fuselage behind the pilot. Impressed, the USAAC awarded a contract for the XP-47 on September 6, 1940, despite the fact that it weighed twice as much as the Supermarine Spitfire and Messerschmitt Bf 109 then being flown in Europe. Working quickly, Republic had the XP-47 prototype ready for its maiden flight on May 6, 1941. Though it exceeded Republics expectations and achieved a top speed of 412 mph, the aircraft underwent several teething problems including excessive control loads at high altitude, canopy jams, ignition arcing at high altitudes, less than desired maneuverability, and issues with the cloth-covered control surfaces. These issues were dealt with through the addition of a reward sliding canopy, metal control surfaces, and a pressurized ignition system. Additionally, a four-blade propeller was added to better take advantage of the engines power. Despite the loss of the prototype in August 1942, the USAAC ordered 171 P-47Bs and 602 of the follow-on P-47C. Improvements Dubbed the Thunderbolt, the P-47 entered service with the 56th Fighter Group in November 1942. Initially derided for its size by British pilots, the P-47 proved effective as a high-altitude escort and during fighter sweeps, as well as showed that it could out-dive any fighter in Europe. Conversely, it lacked the fuel capacity for long-range escort duties and the low-altitude maneuverability of its German opponents. By mid-1943, improved variants of the P-47C became available which possessed external fuel tanks to improve range and a longer fuselage for great maneuverability. The P-47C also incorporated a turbosupercharger regulator, reinforced metal control surfaces, and a shortened radio mast. As the variant moved forward, a host of minor improvements were included such as enhancements to the electrical system and a re-balancing of the rudder and elevators. Work on the aircraft continued as the war progressed with the arrival of the P-47D. Constructed in twenty-one variants, 12,602 P-47Ds were built during the course of the war. Early models of the P-47 possessed a tall fuselage spine and a razorback canopy configuration. This resulted in poor rear visibility and efforts were made to fit variants of the P-47D with bubble canopies. This proved successful and the bubble canopy was used on some subsequent models. Among the multitude of changes made with the P-47D and its sub-variants were the inclusion of wet mounts on the wings for carrying additional drop tanks as well as the use of a jettisonable canopy and a bulletproof windscreen. Beginning with the Block 22 set of P-47Ds, the original propeller was replaced with a larger type to increase performance. Additionally, with the introduction of the P-47D-40, the aircraft became capable of mounting ten high-velocity aircraft rockets under the wings and utilized the new K-14 computing gunsight. Two other notable editions of the aircraft were the P-47M and P-47N. The former was equipped with a 2,800 hp engine and modified for use in downing V-1 buzz bombs and German jets. A total of 130 were built and many suffered from a variety of engine problems. The final production model of the aircraft, the P-47N was intended as an escort for B-29 Superfortresses in the Pacific. Possessing an extended range and improved engine, 1,816 were built before the end of the war. Introduction The P-47 first saw action with the fighter groups of the Eighth Air Force in mid-1943. Dubbed the Jug by its pilots, it was either loved or hated. Many American pilots likened the aircraft to flying a bathtub around the sky. Though early models possessed a poor rate of climb and lacked maneuverability, the aircraft proved extremely rugged and a stable gun platform. The aircraft scored its first kill on April 15, 1943, when Major Don Blakeslee downed a German FW-190. Due to the performance issues, many early P-47 kills were the result of tactics which utilized the aircrafts superior diving ability. By the end of the year, the US Army Air Force was using the fighter in most theaters. The arrival of newer versions of the aircraft and a new Curtiss paddle-blade propeller greatly enhanced the P-47s capabilities, most notably its rate of climb. In addition, efforts had been made to extend its range to allow it to fulfill an escort role. Though this was ultimately taken over by the new North American P-51 Mustang, the P-47 remained an effective combatant and scored the majority of American kills in the early months of 1944. A New Role During this time, the discovery was made that the P-47 was a highly-effective ground-attack aircraft. This occurred as pilots sought targets of opportunity while returning from bomber escort duty. Capable of sustaining severe damage and remaining aloft, P-47s were soon fitted with bomb shackles and unguided rockets. From D-Day on June 6, 1944, through the end of the war, P-47 units destroyed 86,000 railway cars, 9,000 locomotives, 6,000 armored fighting vehicles, and 68,000 trucks. While the P-47s eight machine guns were effective against most targets, it also carried two 500-lb. bombs for dealing with heavy armor. By the end of World War II, the 15,686 P-47s of all types had been constructed. These aircraft flew over 746,000 sorties and downed 3,752 enemy aircraft. P-47 losses during the conflict totaled 3,499 to all causes. Though production ended shortly after the war ended, the P-47 was retained by the USAAF/US Air Force until 1949. Re-designated the F-47 in 1948, the aircraft was flown by the Air National Guard until 1953. During the war, the P-47 was also flown by Britain, France, Soviet Union, Brazil, and Mexico. In the years following the war, the aircraft was operated by Italy, China, and Yugoslavia, as well as several Latin American countries who retained the type into the 1960s. Selected Sources Aviation History: P-47 ThunderboltWarbird Alley: P-47 Thunderbolt