A s companies grow, they systematize processes and procedures to increase efficiency. We build out job descriptions based on roles, rather than individuals, and create standardized performance metrics that tie specific work activities and outcomes to compensation. This makes sense—company leadership doesn’t have time to individualize roles and there is often a need for a large group of people to perform acertain set of tasks. Job descriptions and metrics keep people accountable to the same goals and help weed out low performers. Yet according to Gallup’s State of the Global Workplace report, 87% of employees around the world are actively disengaged in their jobs.