How to improve employee engagement

Gemma McIntosh, 20 October 2008

Today most HR departments know satisfaction is a necessary, but not always sufficient condition for motivation and engagement. But real engagement comes down to more than ‘being satisfied’ or comfortable in a job – it requires true identification with the company, its corporate culture and organisational objectives.

In times of change and in a challenging market environment, job satisfaction can easily falter. HR departments need to step up their efforts to ensure motivation levels stay high in difficult times.

You cannot improve employees' enthusiasm and commitment to the company without first knowing how staff feel about their employment and their relationship to the company. Recent research among UK employees gives some useful insights into the current shape of these relationships in general, while individual research within a company will be able to define these relationships on an organisational level.

Generally, employee/employer relationships can be split into four different ‘types': drivers, residents, critics and detached.

Encouragingly, more than one quarter (26%) of the UK working population are drivers. These are employees who are not only satisfied but also motivated. They have a high level of loyalty to their employer and will inspire and motivate other colleagues.

Nearly a quarter (23%) are residents. These people are satisfied but are not necessarily motivated to go the extra mile. They have a stabilising effect on the company and are easy to manage but do need to be directed.

Critics are those who are highly motivated but not fulfilled on a personal level. These types, who account for 14% of the UK workforce, are critical of the organisation and difficult to lead. They are also more likely to change jobs when something better comes along.

Over one third (37%) of UK employees are detached. These people feel disconnected from the company and are more frustrated than dedicated. They are a source of disruption and create a negative climate.

Understanding the different relationship types that prevail in an organisation is a first step to finding the factors responsible for lower employee engagement.

Driving change is more difficult. HR departments need to carefully choose the methods that will effectively raise individual engagement levels and encourage employees to ‘go the extra mile'. A useful tool for this is the distinction between ‘motivators' and hygienics. Motivators are those aspects of the employee/employer relationship that will impact on engagement. Hygienics are the things that employees claim to be important and talk about a lot, but won't actually drive engagement - they are expected standards.

Quality of work is typically a key motivator for employees. Research suggests providing variety can go a long way towards better engaging staff on a day to day basis. It can also give staff independence and the freedom to make their own decisions.

The quality of direct line management can also play a huge part in engaging employees. Our findings prove that agreeing clearly defined objectives, evaluating performance openly and fairly and supporting professional development has a direct impact on the employee's level of engagement with their job.

Career development and progression is another obvious driver of employee engagement. Providing opportunities for training and supporting employees in personal development planning will really make a difference. Across most industries, these areas are found to be key ‘motivators'. As long as development efforts are in line with performance and ability, then investment here will pay off.

Team spirit is often associated closely with employee engagement. However, this is a common misconception. Whilst our research shows people think a sense of team spirit is important, it is actually considered to be a hygienic, i.e. an expected standard, rather than a real driver of engagement. This means that it should be provided (without it employees would be dissatisfied), but employees will never feel more engaged because of it.

Another common hygienic is the provision of a pension scheme. Over-investment here will not pay off, but it is a required standard and should definitely be available within larger organisations.

Understanding how to improve employee engagement is more important now than ever. Only when these drivers are identified, can a company effectively attempt to improve it. Research is a fundamental tool for getting closer to your employees, determining their needs and taking action.