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Engagement Matters: Turning the Tide on Workforce Discontent

Employees who are fully engaged in their work produce better business outcomes than other workers. This is true across industries, company sizes, and nationality, in good or bad economic times. Without employee engagement there is not team engagement, making improvements to business outcomes difficult. However, employees in the US are not as engaged as we’d like. New research from Gallup, State of the Global Workplace: 2024 Report, shows that only 23 percent of US workers are engaged, 62 percent are not engaged, and 15 percent are actively disengaged from work. In fact, workplace disengagement accounts for $8.9 trillion lost in global GDP, nine percent of the total. This continues the downward a downward trend, putting employe engagement at its lowest level in over a decade. So, how can companies improve their employee engagement rate and realize critical business goals?

Smiling bearded worker wearing red-orange hard hat. Text under image reads: "People want purpose and meaning from their work. They want to be known for what makes them unique. This is what drives employee engagement. And they want relationships, particularly with a manager who can coach them to the next level. This is who drives employee engagement." -Gallup, State of the Global Workplace: 2023 Report "

What is an engaged employee?

You have probably read a lot of articles or heard news about how “engaged employees” are critical to meeting company goals. But what does that mean? Gallup has given us some easy-to understand definitions and examples of engaged, not engaged, and actively disengaged workers:

  • An engaged employee is highly involved and enthusiastic about work and the workplace. They feel ownership of their jobs, drive performance and innovation, and move the organization forward. An example is someone who works a few extra hours to get a project over the finish lie or spends extra time helping a client, due to the company’s “client-first” values. They build up workers and have strong relationships within the organization.
  • An employee who is not engaged is psychologically unattached to their work and company. They are putting in the time but have no energy or passion for the work. For example, an unengaged employee completes their tasks but is fueled by duty, not passion or personal interest. They may prefer to not be seen and reject more intense or high-profile work. These actions are also referred to as “quiet quitting.”
  • Actively disengaged employees are not just unhappy at work, but resentful that their needs aren’t met. They are acting out of frustration. These workers potentially undermine what engaged workers accomplish. An example of an actively disengaged worker is someone who spends time talking negatively about their colleagues, current projects, and leaders. They may be searching for other employment in their spare time and do not plan to stay at their current job much longer. These actions are sometimes called “loud quitting.”

Worker sitting at computer with their head in their hands looking board. Text under image reads: “It’s sad, really, how a negative workplace can impact our lives and the way we feel about ourselves. The situation is reaching pandemic heights – most people go to work at jobs they dislike, supervised by people who don’t care about them, and directed by senior leaders who are often clueless about where to take the company.” Leigh Branham and Mark Hirschfeld Re-Engage: How America’s Best Places to Work Inspire Extra Effort in Extraordinary Times"

Why are so many US workers not engaged at work?

What are the causes for the downward trend? Simply stated, employees feel increasingly detached from their workplace: 

  • 74 percent do not feel their opinions matter
  • 71 percent are not encouraged to develop their skills or career
  • 70 percent do not feel that their job is important to their company’s mission or purpose
  • 70 percent have had no one talking to them about their progress at work
  • 66 percent do not have the materials and equipment they need to properly do their jobs
  • 62 percent feel no one at work cares about them as a person
  • 56 percent do not know what is expected of them

Grocer assisting shopper with choosing food. Text under image reads: Stephen Covey The 7 Habits of Highly Effective People:

Is there any good news?

Don’t lose hope! The best-run organizations Gallup studied are either maintaining their levels of engagement of improving them, even during the difficult past four years during and following the Covid-19 pandemic. About 70 percent of these companies’ employees are engaged in their work, a ratio of 14 engaged workers to every one actively disengaged worker – more than seven times the US average. This didn’t just happen; the leadership teams at these workplaces strategically and intentionally planned these workplace cultures. Many created hybrid workplaces that fit their culture and offer clear overall expectations to their employees, who are supported by managers who act as coaches that combine flexibility with accountability. They also use effective onboarding programs and holistic approaches to wellbeing, offering services and resources.

Want to know what these companies do differently than the rest?

  1. Integrate engagement into everything. Clearly communicate hybrid work strategies, prioritize manager development, and incorporate contributor feedback in action planning. 
  2. Promote wellbeing. Flexible work environments allow all employees to thrive. Advocate for employee assistance programs (EAPs). Encourage workers to take time off and ensure leaders model this priority.
  3. Prioritize communication and listening strategies. Emphasize transparent communications. Leaders pledge to truly listen and act on feedback they receive. Don’t use engagement surveys as a one-time thing, but us them as an ongoing commitment to ensuring each individual employee feels heard.

Smiling workers in a restaurant helping a smiling customer at counter. Text under image reads: "“There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow. It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.” - Jack Welch, former CEO of General Electric."

How can organizations improve their employee engagement?

Glad you asked! Creating a workplace culture where employees are fully engaged requires a multifaceted approach. Here’s an outline of steps to take:

1. Develop a Clear Vision and Mission

Define and Communicate Vision and Mission:

  • Clearly articulate the organization’s vision and mission.
  • Ensure every employee understands how their role contributes to the overall goals.

Align Objectives:

  • Align individual, team, and departmental goals with the organization’s vision and mission.
  • Use consistent messaging to reinforce these objectives.
2. Foster Open Communication

Encourage Feedback:

  • Create regular opportunities for employees to give feedback (e.g., surveys, suggestion boxes, regular meetings).
  • Act on feedback promptly to show employees their input is valued.

Transparent Communication:

  • Maintain transparency about company performance, changes, and decisions.
  • Hold regular meetings and updates to keep everyone informed.
3. Promote Work-Life Balance

Flexible Work Arrangements:

  • Offer flexible working hours, remote work options, and other policies that support work-life balance.
  • Encourage employees to take breaks and use their vacation time.

Support Wellness Programs:

  • Provide wellness programs, such as gym memberships, mental health support, and wellness workshops.
4. Recognize and Reward

Recognition Programs:

  • Implement formal recognition programs (e.g., Employee of the Month, annual awards).
  • Encourage peer-to-peer recognition.

Reward Systems:

  • Offer competitive salaries and benefits.
  • Provide performance-based bonuses and incentives.
5. Invest in Employee Development

Training and Development:

  • Provide ongoing training and professional development opportunities.
  • Support employees in pursuing further education or certifications.

Career Pathing:

  • Create clear career paths and opportunities for advancement within the organization.
  • Conduct regular career development discussions with employees.
Smiling worker at a florist shop. Text under image reads: “Research indicates that employees have three prime needs: Interesting work, recognition for doing a good job, and being let in on things that are going on in the company.” Zig Ziglar, motivational speaker, author, and sales trainer"
6. Cultivate a Positive Work Environment

Inclusive Culture:

  • Foster an inclusive culture where diversity is celebrated.
  • Implement policies that promote equality and prevent discrimination.

Team Building:

  • Organize team-building activities to strengthen relationships among employees.
  • Encourage collaboration and teamwork.
7. Empower Employees

Autonomy and Responsibility:

  • Give employees autonomy to make decisions and take ownership of their work.
  • Trust employees to manage their tasks and responsibilities.

Innovation and Creativity:

  • Encourage employees to share new ideas and be creative.
  • Provide resources and support for innovation.
8. Leadership and Management

Lead by Example:

  • Ensure leaders and managers model the behavior and values expected of employees.
  • Provide leadership training to managers to enhance their skills.

Supportive Management:

  • Train managers to be supportive, approachable, and fair.
  • Encourage managers to provide regular, constructive feedback.
9. Foster a Sense of Purpose

Meaningful Work:

  • Ensure employees understand the impact of their work.
  • Connect their tasks to the larger mission of the organization.

Community Involvement:

  • Encourage and facilitate community service and volunteer opportunities.
  • Highlight and support corporate social responsibility (CSR) initiatives.
10. Measure and Adjust

Regular Assessments:

  • Conduct regular employee engagement surveys to gauge engagement levels.
  • Use data and analytics to identify areas for improvement.

Continuous Improvement:

  • Be prepared to make adjustments based on feedback and changing circumstances.
  • Foster a culture of continuous improvement.
11. Implementation Strategy

Pilot Programs:

  • Start with pilot programs for some initiatives to test their effectiveness.
  • Gather feedback and refine before wider implementation.

Communication Plan:

  • Develop a comprehensive communication plan to roll out new initiatives.
  • Use multiple channels to ensure all employees are informed.

Monitor and Report:

  • Regularly monitor progress and report back to employees.
  • Celebrate successes and acknowledge contributions.

Several people in an office, standing in a circle, each with one hand in the middle so all hands are on top of each other. Text under image reads: “To win in the marketplace you must first win in the workplace.” - Doug Conant, former CEO of Campbell’s Soup "
Final thoughts

Employee engagement is essential to achieving successful business goals. Engaged employees are deeply involved and enthusiastic about their and organization. They are highly motivated, emotionally committed, and actively participate in their work. However, currently levels of engagement are troublingly low. To reverse this trend and help workers meet their full potential, companies must create a supportive and purpose-driven work environment. By implementing the measures we’ve outlined, organizations can improve employee engagement, driving innovation, performance, and overall success.

 

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Resources

“30 Inspirational Employee Engagement Quotes.” Frontstream. 1/11/22. Accessed 6/10/24. https://www.frontstream.com/blog/30-inspirational-employee-engagement-quotes 

Harter, James K., Ph.D., Corey E. Tatel, Ph.D., Sangeeta Agrawal, M.S., Anthony Blue, M.A., Stephanie K. Plowman, M.A., Jim Asplund, M.A., Sabrina Yu, M.S., Andy Kemp, M.A. “The Relationship Between Engagement at Work and Organizational Outcomes.” Gallup. May 2024. Accessed 6/7/24. https://www.gallup.com/workplace/321725/gallup-q12-meta-analysis-report.aspx 

Harter, Jim. “U.S. Engagement Hits 11-Year Low.” Gallup. 4/10/24. Accessed 6/7/24. https://www.gallup.com/workplace/643286/engagement-hits-11-year-low.aspx 

Heinz, Kate. Updated by Jessica Powers. “How to Improve Employee Engagement: 16 Effective Tips.” Builtin. 3/23/23. Accessed 6/7/24. https://builtin.com/articles/how-to-improve-employee-engagement 

Robinson, Angela. “71 Best Job Satisfaction Quotes for Employees.” Teambuilding. 9/27/22. Accessed 6/10/24. https://teambuilding.com/blog/job-satisfaction-quotes

“State of the Global Workplace 2023 Report.” Gallup. 2023. Accessed 6/7/24. https://www.gallup.com/394373/indicator-employee-engagement.aspx 

“State of the Global Workplace 2024 Report.” Gallup. 2024. Accessed 6/13/24. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx

“What Is Employee Engagement and How Do You Improve It?” Gallup. Accessed 6/7/24. https://www.gallup.com/workplace/285674/improve-employee-engagement-workplace.aspx 

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