Only 30% of U.S. workers are engaged in their work, according to Gallup's "State of the American Workplace" report (Gallup, 10/2013). That means only 3 out of every 10 of your employees are aligned with your organization's values and actively working toward executing company goals. "Engagement" has become a buzzword and might seem too vague or ambiguous to make much of a tangible impact, but a host of respected business resources have proven the direct correlation between engagement and productivity. Motivated employees generate 40% more profit (Taleo, 6/2012) and are more loyal to their employers. Only 18% of highly engaged employees said they were likely to leave their company within the next two years compared to 40% for disengaged employees. (Towers Watson, 6/2012).
Clearly, every company should strive to build an engaged workforce. The best strategy for enhancing engagement is by improving the relationship between employees and their managers. Managers have the single biggest impact on an employee's engagement, being accountable for 70% of variance in employee engagement (Harvard Business Review, 3/13/14). A great manager can transform an employee's mindset from "I'm willing to do the job I'm asked to do" to "I am driven to execute goals and produce results."
An exceptional manager will build a focused, productive team; a poor manager will have employees that sabotage the work or simply check out on the job. Using the 3 strategies below, managers can engage their workforce and build a staff that generates more and sticks around longer.
- Communicate expectations of excellence -- Setting low expectations is a self-fulfilling prophecy; if a manager expects low quality, they will probably get it. But if a manager expects excellence, communicates those expectations to employees, and involves their teams in crafting a vision and setting realistic goals, people will rise to the occasion.
- Focus effort on work that has a purpose -- Employees that understand the purpose behind their work find the work more interesting and desirable. Understanding why their work matters and how it has an impact will help employees fully "buy-in" to their job.
- Allow autonomy when possible -- Autonomy is the opposite of micro-management. When they are able, managers should allow employees flexibility in their scheduling, timing, and methodology. Granting sovereignty increases employee trust in their manager and ownership over the final results.
Readers: How have you seen managers affect employee engagement? Have you ever seen a great manager inspire their team? How about a poor manager who de-motivates their whole staff?