In the current talent-scarce market, employees have more options than ever and often seek out new opportunities. To make matters worse for employers, Gallup’s most recent workplace survey found that 87 percent of workers are not engaged at work. It is with these red flags and the prospect of increased employee transition that savvy employers should put employee engagement front and center of their hiring and retention strategies.
Employee engagement is generally defined as the commitment an employee makes not just to the job but to the organization as a whole—which can significantly drive productivity. Highly engaged employees offer more discretionary effort to their employers and are more motivated to make a strong contribution to their jobs. There is no single driver of engagement – it’s really a state of mind employees hold based upon how well the workplace supports their attitudes, motivations and desires.
According to Randstad’s most recent Engagement Study (a national sample of 2,257 adults aged 18 and older who are currently employed full-time), employees ranked personal recognition, the opportunity for promotions or bonuses and workplace flexibility as the top three benefits driving engagement. In fact, employee recognition is particularly important to women when it comes to engagement: 39 percent of women said a crucial engagement factor is being recognized for their contributions and achievements, compared to 32 percent of men.
"Showing employees your appreciation is relatively simple," said Michelle Prince, Senior Vice President, Talent Management, for Randstad North America. "Managers can help a talented team member feel more valued by engaging in more frequent communication, showing appreciation for contributions (even just saying “thank you” goes a long way), providing balanced and constructive feedback, offering a more flexible work schedule or proposing opportunities to advance and grow through coaching, mentoring or training."
Engaged leaders help to create engaged employees. When managers and senior executives walk the walk and talk the talk, they reinforce belief in the company’s mission and leadership. Realistically, most employees look to their direct managers to make sense of the broader organization, set their visions and goals and evaluate how their personal beliefs tie to the company’s mission. Therefore, it’s extremely important that managers model an engaged attitude and workplace demeanor.
Critical to this mission is teaching your organization’s leaders to:
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