Mercer and other HR experts have shown that the effects of an engaged workforce go far beyond employee retention. Employee engagement translates into these benefits.
While employee preferences and motivating factors differ across industry and location, Mercer found the following four factors consistently have the highest impact on engagement:
The work itself. In particular, employees need to understand how their individual contribution fits into the larger scheme of things.
Confidence and trust in leadership. Managers should act on a way that’s visible and transparent.
Recognition and rewards. Most importantly these should be internally fair and externally competitive.
Organizational communication. It should flow smoothly up, down and laterally throughout the organization. Managers should recognize that not everyone communicates in the same way.
Interestingly, other research shows that merely paying attention to what employees have to say – through surveys, focus groups and active listening – can have a marked impact on engagement. The engagement level changes when employees feel heard, even without any real change in organizational behavior.
People want to feel that they matter. They want to have some say in where, what, when and how they work. Work accounts for the largest chunk of time they’ll spend during their entire lives. They want to be treated like thinking adults. And increasingly, if they don’t get what they want, they’ll find it elsewhere.
So is engagement in any of these forms something you do, or don’t do?