With the latest research from Gallup revealing that 67% of the global workforce is disengaged. representing approximately $7 trillion in lost productivity, it is clear that employee engagement has to be at the top of the HR agenda. That’s according to employee communications and engagement specialist, Workvine which has produced a report detailing the top factors which cause employees to be actively disengaged. By aggregating and curating several major sources of research over a number of years from bodies such as CIPD, WERS, Investors in People, and Gallup, the report has highlighted the most frequently cited drivers of employee engagement which were then ranked in order of workplace impact. The top five were:
Positive Motivation: The report found that this was one of the largest drivers of employee engagement – but also one of the most expansive. While employees may be content to do what is required of them, they will be more willing to emotionally invest in their work and consequently increase productivity if they get recognition and reward for good performance. Other positive motivation factors include access to professional and personal development and tailored benefits packages.
Room for Innovation: While employees can be one of the one of the best sources for new ideas, the analysis reveals that less than half of managers actively seek out employee suggestions – or give feedback. The clear message to employers is to encourage staff to share their ideas and encourage innovation, but also to ensure that these suggestions are responded to in a timely manner.
Employee Wellbeing: Today’s employees want to feel valued not only in terms of their contribution to the business, but also that their employer is taking their wellbeing into account and seeing them as more than just a worker. Demonstrations of this can include supporting healthy lifestyles by encouraging employees to take their lunch breaks and holidays through to more formal support for health problems
Communication and relationships with management: The world of work is changing; hot desking, remote, part time and flexible working is challenging the way that employees and employers communicate and it is all too easy for employees to feel isolated or cut off from the business for which they work. Employers could explore whether their existing communication methods are working or if additional channels harnessing new technology such as employee apps could be key to better understanding and a faster flow of information.
Development and Control: Job satisfaction is clearly linked with the amount of control employees feel they have over their own destiny in terms of both the scope of their role – and the opportunities for personal and professional development. The aggregated research found that less than half of employees felt that they had enough opportunities for development.
Commenting on this analysis, Chairman of Workvine said:
“It is interesting – and even little depressing – that even though there is plenty of evidence to show that a valued workforce is a loyal workforce and that a happy workforce breeds productivity which in turn is a key driver for business growth – we are still having to have the conversation about how to actively engage employees. There is ‘no one-size fits all’ approach and while there is still much to be done, if employers can communicate effectively with each individual, make them feel valued, listen to their ideas and guide them through their career, this lays the foundation for true engagement, increased productivity and a workforce that actually feel good about being at work. After all, we spend much of our adult lives in the workplace, so why not make it as enjoyable an experience as possible.”
If you are interested in engagement and reward or finding out more about transforming your workforce to be engaged you may be interested in our Employee Engagement and Reward Summit 2018 held in London on the 27th March. Click here for more details.
Rebecca joined the HRreview editorial team in January 2016. After graduating from the University of Sheffield Hallam in 2013 with a BA in English Literature, Rebecca has spent five years working in print and online journalism in Manchester and London. In the past she has been part of the editorial teams at Sleeper and Dezeen and has founded her own arts collective.
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