The U.S. workforce is less engaged than employers would like. According to research by Gallup, engagement levels for U.S. workers have been hovering around 30 percent since 2011. Multiple studies have shown the positive effect employee engagement has on the bottom line by decreasing absenteeism and voluntary turnover and increasing efficiency and profitability. But the gap between necessary and actual levels of engagement makes it difficult for organizations to meet their strategic goals. The good news is that employers are seeking and finding new ways to address and increase employee engagement.
Some companies are finding success by surveying employees at more frequent intervals to better understand their engagement levels and the reasons behind potential disengagement. Analyzing these survey results helps employers create new business strategies to support increasing employee engagement. As part of this process, management proactively communicates with employees about the feedback received and strategies put in place to address employees’ concerns, so that employees are motivated to continue honestly sharing their insights and suggestions.
Successful organizations are also helping employees identify and understand their own intrinsic motivators. Employers then work with employees to mold their jobs to enable employees to apply those motivators in their day-to-day work. Managers help employees understand their intrinsic motivators and evaluate where responsibilities might be modified.
It takes a lot of effort to fine-tune business strategies with employees’ insights about engagement or to help employees shift their responsibilities to more effectively stimulate their intrinsic motivators. But employers who expend the effort are finding that it is well worth the return on investment to have engaged employees. Ultimately, these organizations are experiencing an impact on their bottom line because of their effort towards increasing employee engagement.