Advisor I Mentor

Sparring partner

Piotr

Kania

According to Gallup's Global Workplace 2024 study, only 23% of employees are fully engaged in their duties, while 62% are disengaged, and 15% actively contribute to a negative work environment.

Despite the full awareness of this issue among executives and managers, these figures have not changed significantly over the past five years, with only minor effects from the COVID-19 pandemic.

Overheard in the Office Kitchen...

• Adam: Hey, we need to finish this project by Friday. Paweł is really pushing for it, so maybe we should stay late today? If we don't make it, the whole project will fall apart, and he'll be seriously pissed.

• Michał: You know what? I'm not in a rush. What's he going to do if we don't finish on time? Fire us? I doubt it. No one will work here for these wages. Maybe I'll slow it down on purpose, so he sees what it's like when we're not busting our asses for peanuts.

• A: But that could end badly for the whole team. I get your frustration, but this approach will backfire on all of us.

• M: Maybe, but that's not my problem anymore. Let him finally see that he can't do it without us. I'm tired of always having to meet his expectations. And this "project of ours"... does it even matter? Give me a break.

Sound familiar? Unfortunately, such situations happen all too often in most companies and organizations.

Employee engagement is one of the key challenges facing companies, their owners, and managers today. The level of engagement among employees like Adam and Michał directly impacts customer service quality, satisfaction, productivity, operational costs, job stability, and innovation. In the long run, this affects the company's revenue and profits, ultimately determining its success or failure.

Why then, despite widespread awareness of this challenge and the actions taken, is employee engagement still low, and situations like the one described above so common? This often stems from a lack of understanding of employees' actual needs and an overreliance on the belief that providing satisfactory working conditions and tools, along with the manager's role, is enough to boost engagement.

The problem begins with conducting periodic employee satisfaction surveys, which have become a standard practice in international companies and many Polish enterprises. In theory, surveys should be a tool to help create a friendly work environment and determine the current level of employee satisfaction.

In practice, periodic surveys are often treated as the main source of information about employee needs, and companies frequently assume that meeting the needs identified in these surveys will be enough to increase satisfaction and engagement. Modern offices, remote work, flexible hours, "fruit Thursdays," sports packages, or lunch cards are all welcome perks, but they rarely build lasting engagement. One might even wonder if these actions serve more to help companies improve their performance compared to other branches and achieve annual goals.

The belief that the manager alone is primarily responsible for motivating the team, fostering collaboration, and driving engagement often proves unrealistic without the proper support of the entire organization. A manager will not be able to effectively increase employee engagement if they themselves are not engaged and positively aligned with their role.

So how can we understand the true motivation of employees, build and sustain their engagement? How can we ensure that their energy, initiative, and positive attitude are long-lasting?

First, while providing the right tools and working conditions often highlighted in satisfaction surveys is essential, it is not enough to sustainably increase engagement. Companies must go further, focusing on the deeper aspects of employee motivation.

One of the most important elements is giving work a sense of purpose within the context of the organization's mission and vision. Employees who see the connection between their daily tasks and the company's broader goals are more likely to be engaged. For example, if a company operates in the tech industry with a mission to "make people's lives easier through innovative solutions," a tech support employee should understand that their role is not just about solving technical issues, but also about helping clients use technology effectively, directly contributing to the company's mission. Similarly, in an environmental protection company, every employee, regardless of their role, can feel that their work helps protect our planet, giving even the most routine tasks a greater sense of purpose.

Another crucial element is building employees' self-confidence and sense of value. Feedback plays a key role here and should not only be constructive but also empowering. Managers should regularly affirm the significance of the work their employees do, express confidence in their abilities, and offer support to help them succeed. In addition to feedback, investing in employee skills development through training and professional growth programs is essential. Employees who have opportunities to enhance their competencies and share knowledge feel more valued and engaged in their roles.

Close communication and care for employees are other pillars of effective engagement building. Managers should treat employees as individuals with unique needs, challenges, and motivations, including non-work-related ones. Regular, open communication and building trust-based relationships can significantly boost engagement. It's important for managers to see their employees not just as professionals, but as people with personal aspirations and challenges. For instance, a manager who takes the time to understand their subordinates' development goals and how the company can support them will create a more engaged workforce.

In summary, to effectively increase employee engagement, companies must:

• Provide appropriate working conditions and tools.
• Give work a sense of purpose by connecting daily tasks with the company's mission and vision.
• Build employees' confidence and sense of value through constructive feedback, support, training, and skill development.
• Ensure close communication and an individualized approach to each employee, considering their unique needs and motivations.

Implementing these strategies will help create an environment where employees are not only satisfied but deeply engaged, bringing long-term benefits to both the employees and the organization as a whole.

Fill out the contact form and learn more about the training: "Building Engagement in Employee Teams. Three Levers of Influence."