A genuine sense of commitment to an organization and a willingness to go the extra mile on its behalf are not necessarily the feelings that every employee of a company have. A workforce has to feel respected by the company, first and foremost, while there are numerous other factors that play a role in creating what has become known as ‘employee engagement’, the concept of a shared attitude between employees and employers towards an organization.

According to Forbes, engaged workers generate 20% more sales and are half as likely to leave than those who feel disengaged. As stated, there are a variety of different drivers that can have an impact on the level of employee engagement. However, often, it isn’t possible for the management to proceed with all of them, usually due to a combination of limited time and resources. Hence, here are just a handful of the key drivers which, if followed closely enough, will lead to swift improvements to employee engagement in the workplace.


Involvement in decision making

Fostering a sense of involvement and value in the decision-making process of a company can have an immediate positive impact on employees. People don’t like to feel as though their voice isn’t being heard as it can invoke feelings of worthlessness and expandability within the organization. Asking employees to table their ideas or comment on proposed developments is a simple yet effective way of promoting feelings of involvement, therefore providing an incentive to be more engaged in their work.


Open door policy

Employees who feel as though they cannot approach the management through fear of being ignored or told off are far less likely to harbor feelings of pride towards their job than those who know they are free to make suggestions. Encouraging openness and transparency can take a number of forms, including one-on-one discussions about any matter concerning the employee, or the introduction of an employee engagement survey, which allows employees to give feedback on different aspects of their job and managers to use the data to improve them.



Naturally, employees tend to be far more loyal and productive in their work when they are in an environment in which freedom is respected and self-expression is encouraged. An article in the Wall Street Journal suggests that those who are given the freedom to work at home take fewer breaks and are overall more productive than those who are made to work within a strict time frame. This isn’t to say that employees should be free to do whatever they want, however, suppressing autonomy or ‘micromanaging’ can certainly have a negative impact on the motivation of those who feel as though their every move is being scrutinized.


Health and well-being

In a 2012 survey conducted by the conciliation service Acas, they found that the wellbeing of employees and workforce engagement are intrinsically linked, with the idea that better health boosts commitment and productivity. Investing in better job design and allowing flexible hours are both effective methods in improving the wellbeing of employees.


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