Rethinking Employee Engagement

The global pandemic brought to surface people strategy related issues that have been simmering for years. In 2020, HBR reported on a global meta-analysis that found about 87% of the workforce could be described as “disengaged”. With this in mind, most organizational psychologists would see trends such as the Great Resignation and “quiet quitting” as inevitable. Most employers use engagement as a summary measurement for how happy or motivated employees are, how employees are experiencing their role, rewards, or management, and how connected they may feel to the company’s broader mission or values. More importantly, there is a tendency to tie much of this to overall productivity, and ultimately the bottom line. Discussions I’ve seen on engagement tend to conflate three related, yet different, requests leaders make of their workforce. It’s valuable to distinguish these requests when seeking to understand the employee experience through engagement data. These requests include: <ol> <li>Are employees able to deliver on assignments and tasks?</li> <li>Can employees bring additional effort to go beyond what’s assigned?</li> <li>Will employees adapt, and in some cases, improve, during times of change?</li> </ol> Measure the Output <a href="https://medium.com/@brandonwilks42/rethinking-employee-engagement-fa76409faebf">Visit Now</a>