Many managers think employee engagement just is a touchy-feely, nice-to-have. That it’s not something to be confused with the real work of management.
But they’re wrong. Here’s why…
Employee engagement is one of the most powerful management levers we have.
Disengaged people do the minimum requirements of their job and put in little discretionary effort.
Whereas engaged people are motivated to go above and beyond.
An article in Harvard Business Review shows that engagement is anything but touchy-feely. It puts hard numbers on the productivity boost engaging your staff leads too.
The chart below references Bain & Co data, showing that engaged employees are almost 50% more productive than merely satisfied employees, and 100% more productive than unsatisfied employees.
Furthermore, inspired employees (defined as the highly engaged) are around 125% and 220% more productive than satisfied and unsatisfied employees respectively.
So, why don’t more managers take it seriously?
I think the answer is pretty straightforward: it’s because they don’t know where to start.
It all feels too abstract. They don’t know what concrete actions they can take today to build engagement for the future.
That’s why we’re developing the Impact Society engagement framework. It will provide practical advice on the simple actions leaders can take daily, weekly and quarterly to drive engagement.
If you want to learn more about our framework, join our mailing list and we’ll keep you posted on the framework’s development and launch.
You can also follow the Impact Society LinkedIn page for regular updates, as well as practical advice on engaging your people.
What next?
- Read about the relationship between quiet quitting and engagement
