Workplace engagement in 2023 needs a redo—fast. According to a Gallup report, 85% of employees say they do not feel engaged at work, while 18% admit they are actively disengaged.
We’re well past the days when a ping pong table and pizza on Fridays were enough to satisfy workers. With an increasingly competitive job market and the rise of remote work, companies must rethink their approach to employee engagement or risk losing top talent. Let’s explore how organizations can reclaim workers’ attention and make them feel genuinely happy to be at work.
Employee engagement isn’t just about workplace dynamics. It’s also influenced by an individual’s psychological makeup. To better understand this, we can look to Deci and Ryan’s Self-Determination Theory, which highlights three root forces of human motivation.
One of these forces is competence, which defines how confident a person feels in their abilities and interactions. The greater the competence, the greater the motivation we feel to accomplish a task. On the flip side, a lack of confidence in abilities and skills can discourage a person from putting forth any effort.
Another caveat of this theory is the idea of the “optimal challenge.” A task that is too easy to complete doesn’t boost feelings of competence the way a more challenging task does.
The remaining two forces in the self-determination theory are autonomy and relatedness. People want to feel empowered and understood at work, both of which help create a sense of belonging. Fulfilling all three of these needs naturally leads to higher levels of motivation and engagement in the workplace.
There’s also the matter of the employee’s intrinsic motivation, satisfaction, and commitment towards their work. They need to feel a sense of purpose rather than ticking boxes on a to-do list or simply collecting a salary. When employers understand the core drivers of engagement, they can better adjust their workplace strategy to make their employees feel truly valued.
Failing to improve engagement in the workplace is not an option. The cost of low employee engagement is an estimated $8.8 trillion in lost productivity, and those costs become greater the longer engagement goes unaddressed. Let’s explore some practical strategies employers can implement to reclaim workers’ attention and make your organization a place where employees thrive.
When employees are given the freedom to manage their time and have control over their work, they feel a sense of ownership and fulfilment. Productivity climbs alongside a stronger commitment to the organization.
One way to foster work-life balance is by offering flexible working arrangements, such as remote or flexible hours. By allowing employees to choose when and where they work, organizations can create an environment that values personal commitments outside of the office.
Of course, simply offering these benefits is one thing — creating an environment where employees actually take advantage of these policies is another. For example, providing generous vacation time doesn’t matter if employees know they’ll need to work double when they get back to make up for the time they missed; flexible work arrangements won’t be appreciated if employees know their manager favors team members who go to the office each day. Your workplace culture needs to demonstrate that you support and encourage employees to use these work-life benefits.
When we are better together
Certain types of work are more conducive to being in the same room—whether because of the content that needs to be communicated, the complexity or criticality of the task, the creativity required, or the dynamic of the people involved. In-person gatherings offer a real-time exchange of tacit knowledge, insights into organizational context, and people dynamics that are difficult to capture or translate in another medium. This enables us to perform more effectively.
There are also certain aspects of the human experience, such as celebrating and connecting, that are most effectively realized through in-person gatherings. In these moments, the power of physical presence transcends the limitations of virtual communication, compounding the richness of our shared experiences and Building social capital, tacit knowledge, and team effectiveness are powerful enhancers of wellbeing, performance, and sense of belonging. The ultimate dividend: engagement, loyalty, and advocacy.
Employees shouldn’t see each other as competitors. Rather, companies can encourage mentorships where knowledge is freely shared so the organization as a whole becomes stronger. Mentorships can and should be formed at all levels, as they allow employees to form stronger relationships with each other, build trust, and provide more opportunities for growth and learning.
There are usually mutual benefits involved, too. While mentors may initially see this role as simply helping others, they often find themselves gaining new insights and perspectives through the mentoring process.
To take mentorship to the next level, encourage sponsorships as well. These relationships go beyond career advice and support, with sponsors vouching for employees and propelling their careers forward through their endorsements. Sponsorships can result in promotions, raises, and other opportunities for growth in the workplace—and this, naturally, spurs engagement.
By providing opportunities for growth and learning, organizations are not only investing in the skills of their employees but also showing that they value their professional development. In turn, this boosts morale and motivation among employees, leading to increased engagement.
Self-directed learning has become a driving force of this strategy. Instead of relying on traditional instructor-led courses, companies can empower employees by giving them control over their learning journey, such as using online platforms. Employees can choose what they want to learn and when they want to learn it, giving them a sense of ownership and autonomy that fuels engagement.
Inspirational managers have the power to motivate and empower their team members, creating an environment where employees feel valued and encouraged to go above and beyond. By hiring individuals who possess strong leadership skills, empathy, and a passion for helping others succeed, organizations can set a solid foundation for employee engagement.
Once hired, continue helping your managers cultivate their inspirational qualities through ongoing learning opportunities. These programs can include workshops on effective communication, overcoming unconscious biases, and building trust with team members, for example. Leaders should be able to connect with their employees on a deeper level and create meaningful relationships that make employees want to engage.
Skip the generic praise—employees don’t want it. Instead, take time to really get to know each employee, understand their strengths and weaknesses, and give them specific real-time feedback on their performance.
You’re showing employees you value their contributions and are invested in their growth. This level of personal attention also allows you to tailor your feedback in a way that is meaningful and relevant to each employee, maximizing its impact.
A lack of engagement in the workplace can flourish for many reasons, one of which is an unclear understanding of what an employee’s duties are and how they contribute to the bigger picture. Traditional job descriptions often focus solely on tasks and responsibilities, leaving employees feeling limited and lacking direction. By reimagining job descriptions as opportunities for growth, organizations can not only attract top talent but also inspire employees to strive for excellence.
One innovative idea is to create a skills-based model that allows each employee to use their unique strengths. Rather than have a laundry list of job duties, employees can contribute what they’re best at and not be limited by job titles.
When employees can see a clear trajectory for their growth and development within the company, they are more likely to feel motivated and dedicated to their work. A defined career path provides employees with a sense of direction and purpose, encouraging them to set goals and work towards achieving them.
It also helps employees understand how their current role fits into the bigger picture of the organization. They can see how their contributions matter and how they can progress within the company. This understanding fosters a sense of loyalty towards the organization, as employees feel valued and connected to its mission.
Employee resource groups (ERGs) are becoming an increasingly popular way to boost employee engagement in the workplace. ERGs are voluntary employee-led groups that come together based on shared characteristics or experiences, such as race, gender, ethnicity, or sexual orientation. By establishing these groups within an organization, companies can create a sense of belonging and inclusion for employees who may feel marginalized.
This sense of camaraderie and understanding can be incredibly powerful in fostering a positive work culture and boosting engagement. ERGs are safe spaces for employees to discuss their unique challenges and concerns. They give underrepresented employees a platform to voice their viewpoints and advocate for change, especially as it relates to the workplace. As companies continue to recognize the importance of diversity and inclusion in driving innovation and success, having strong ERG programs is essential.
When employees are given the freedom to manage their time and have control over their work, they feel a sense of ownership and fulfillment. Productivity climbs alongside a stronger commitment to the organization.
One way to foster work-life balance is by offering flexible working arrangements, such as remote or flexible hours. By allowing employees to choose when and where they work, organizations can create an environment that values personal commitments outside of the office.
Of course, simply offering these benefits is one thing—creating an environment where employees actually take advantage of these policies is another. For example, providing generous vacation time doesn’t matter if employees know they’ll need to work double when they get back to make up for the time they missed; flexible work arrangements won’t be appreciated if employees know their manager favors team members who go to the office each day. Your workplace culture needs to demonstrate that you support and encourage employees to use these work-life benefits.
Engagement isn’t the fuzzy concept it used to be. Nowadays, employers can embrace technology and tools that monitor and analyze engagement patterns and KPIs. Tools like LiquidSpace Workplace Manager are essential in making decisions that influence engagement and the future of work. These people analytics reveal patterns in how and where people work, what brings them together, how they feel about work, and what makes them stay.
Employee engagement makes you a stronger company from the inside out. A company is nothing without good people, after all, and motivating your employees to do their best allows you to operate at peak performance. LiquidSpace is helping companies change employee engagement for the better. Learn more by requesting a demo at www.liquidspace.com.