Employee engagement is becoming more important in organisations that recognise the value of their employees and want to keep them from leaving. Some companies have gone so far as to appoint a chief employee experience officer in place of the typical chief human resources officer. 1
Why are businesses striving for higher levels of employee engagement? This isn’t only in response to the talent battle. Employers who invest in employee engagement reap the benefits in key performance areas that have a substantial influence on their operations.
How can multigenerational employees be more satisfied at work?
When strategizing for greater employee engagement, most firms have a convergence of generations in their teams, which must be taken into account. According to the Pew Research Center, millennials (those born between 1980 and 1994) now make up the majority of the workforce in the United States, accounting for 56 million workers, followed by Generation X (those born between 1965 and 1979) at 53 million, and baby boomers (those born after WWII) at 41 million. 3
When it comes to involvement, there are some significant distinctions between baby boomers, generation X, and millennials. When millennials have career prospects and are afforded career growth, they are more involved with a firm, but generation X sees a company’s dedication to professional development as a contributor to improved job satisfaction. 4 A fundamental transformation in the way firms connect with their employees is required, rather than merely delivering free lunches or flashy benefits to encourage immediate engagement. 5 Here are some ideas for increasing employee engagement at work.
Make an investment in competent management.
A competent manager recognises that their own and the company’s success are largely dependent on the accomplishments of their people. A successful manager will look for methods to empower his or her people, recognise and acknowledge their efforts, and solicit their thoughts and opinions. A manager who engages employees in the company’s goals and can provide employees with a clear sense of organisational direction is a key component of a healthy business and productive workplace. 7 Choosing a leader that has a major focus on properly managing people will considerably enhance the chance of increased employee engagement, whether organisations recruit outside or promote from within.
Flexibility in the workplace allows individuals to customise their work schedules and locations to meet their individual demands. This is typically an issue of trust between employee and management, but research has shown that when employees are allowed flexibility outside of the conventional eight-to-five office hours, their performance improves by 13%. 9 When it comes to managing generation Z, over a third want control over their work schedule. 10 Millennials are equally driven by a flexible lifestyle and the ability to work in organised, small teams rather than monetary compensation. 11
Develop genuine, open relationships.
Employees and managers that have a real connection can foster a trusting work atmosphere and increase cooperation, especially when employees understand that they can be honest and don’t feel obligated to hide things from management.
Encourage people to take breaks13.
Short breaks are a fantastic method for employees to recharge and gain perspective while working on challenging tasks provided their workplace promotes them. Even a team lunch may help staff reconnect, concentrate, and have fun together amid a tough assignment. Employees are more motivated to work hard and contribute positively to the team when they realise that their bosses care about their emotional and physical well-being.
Inquire about comments.
Employee feedback is an excellent approach to keep staff engaged. Employers are usually the ones who provide feedback rather than asking for it. Workers will feel more involved with the work if you ask for their feedback on projects and assignments.
Work should have a purpose.
Employee engagement is stronger in companies that create meaningful workplaces through their leaders’ ability to relate everyday duties to a larger aim.
16 Many millennials want to believe that their job is making a difference in the world, therefore emphasising the company’s corporate social responsibility, sustainability, and diversity can boost their interest in the company. 17
Create a culture that is people-centered and long-lasting.
Create a climate and culture that promotes work-life balance and makes individuals feel appreciated, heard, and a part of the team. For millenials, work-life balance is more essential than pay. 20 Improving employee engagement necessitates a long-term cultural transition toward a more people-centric approach. Recognizing the attitudes, values, and beliefs that motivate employees might help them change their everyday habits.
Mentor and educate your workers.
Workers feel engaged and cared for when managers share their expertise, experience, and know-how with younger employees and act as mentors. Using baby boomers as mentors is one approach to speed up the transmission of experiential knowledge. 22 Their knowledge and talents can benefit future generations and provide a fresh viewpoint. Employee engagement is increased when training and mentorship are tailored to the interests and goals of the employees. 23
Collaboration should be encouraged.
Collaboration not only boosts productivity and lowers expenses, but it also fosters teamwork and allows employees to learn from one another. Employee ownership is increased by empowering teams to develop their own solutions. 25 Agile methodologies that allow workers to prototype and scale ideas on their own help organisations save money while also giving employees a sense of involvement in the creation of meaningful solutions. 26
Show gratitude on a regular basis.
Employee engagement may be improved by simply saying “thank you” for their efforts and hard work. In the job, Millennials, in particular, demand a lot of feedback and rewards. 28
In the United States, 83% of employees are stressed at work, 55% are dissatisfied with their employment, and 47% have trouble staying joyful.
30 The cost of lost productivity and higher expenditures due to a lack of pleasure in the workplace is about a trillion dollars. Every year, firms in the United States lose an estimated $300 billion to stressed workers, $500 billion to disengaged employees, and $11 billion to employee turnover. Being happy at work is critical, and it should be a goal in and of itself, rather than a side effect of a good work environment. 31 Laughing at work is frequently misconstrued as individuals not taking their jobs seriously enough, although the Mayo Clinic claims that happiness and humour at work provides the following advantages:32
It relieves tension. Laughter can help you relax your muscles, reduce your blood pressure, and boost your immune system.
Employees are more engaged. Managers that use humour in their management style have stronger employee engagement and work performance, not only among their direct subordinates, but also among themselves. Employees who work in a lighthearted setting report better job satisfaction and are less inclined to quit their jobs.
Collaboration is encouraged. When people laugh together, their body language, as well as hormonal and neurological activity, is replicated. As a result, there is a reciprocal stake in each other’s well-being.
Set daily engagement targets that are realistic33.
Setting engagement objectives that are relevant to their team’s everyday experiences is critical for managers. To gain maximum buy-in and dedication, they must be properly articulated to the team. Regular one-on-one meetings with employees will ensure that engagement drivers are woven into everyday interactions and activities, and that they become ingrained in the ethos of the company.
Employee disengagement is an issue that can be overcome. In brief, employees are more engaged when they are given the opportunity to conduct important work for meaningful incentives, when they are supported by managers who empower their teams to make decisions, and when they work in a pleasant environment with a culture that encourages engagement. 34