What hinders employee engagement?

Related to trust, lack of psychological safety is a major reason why employee engagement suffers. Create a safe space for employees to speak openly, honestly, and transparently.

Every organization and its ethos create a work climate that fosters certain behaviors. If functional and positive, it enhances engagement. If otherwise, creates opposite results. Many of these behaviors stem from unspoken psychological contracts. So pointing the finger at any 'one' aspect of what hinders employee engagement is difficult. However, in years of corporate experience, I have found that insecure and unconfident managers/managerial layer contributes to the most damaging disengagements. Going by the 80/20 rule, it is wise to build a managerial layer of people who are skilled, talented, and most importantly confident and authentic. Such a talent group will keep the rest 80% engaged most effectively.

Factors like lack of communication, unclear expectations, inadequate leadership, limited growth opportunities, work-life imbalance, lack of recognition and rewards, toxic work environments, and insufficient development and training can hinder employee engagement. Addressing these challenges by promoting effective communication, setting clear expectations, providing strong leadership, offering growth opportunities, supporting work-life balance, recognizing and rewarding employees, cultivating a positive work environment, and investing in employee development can help foster higher levels of engagement.

This is, IMHO, the single most important element of employee engagement. And the trust must be evident across the enterprise and from senior management to front line employees and vice versa. First comes trust THEN comes engagement.

These concepts are undeniably crucial but can sometimes seem vague. When we break them down into practical engagement factors, we can see their significance more clearly: 1. Are you ensuring fair compensation for EACH of your employees? 2. Do you consistently demonstrate respect and kindness towards EACH of them? 3. Are you recognizing and harnessing their creative abilities? 4. Is your business contributing positively to societal progress, or does it prioritize profit at any cost? This perspective aligns with Covey's holistic approach to human engagement. If you only answer a few of them with “yes”, you cannot expect long term engagement from employees.

Fix the root cause, don't play Tetris with your org chart. Thinking that yet another restructure will fix all your problems is a rookie move. A good foundation for operational processes, tools and systems are often overlooked but incredibly important to implement before you enter the hyper growth stage of a start-up. Hire people that can developed and implement scalable systems. A strong operations foundation will provide much needed clarity and will prevent chaos.

There are lots of super comments contributed here, can I add a point on process. Organisations that have strong quality systems and process for all aspects of their business will thrive on clarity. The emphasis placed on clarity cascades and drives understanding of what is required, how to undertake tasks and ensure consistency.

Alongside the other points clarity In expectations, outcomes and success is so important to engagement and happiness at work (why can’t we have both). How can we succeed if we don’t know what we are aiming for. Without knowing the expectation, we do a job without having the opportunity to reflect and feel we have achieved or exceeded an expectation. This can quickly because tiring and unfulfilling

Engagement is getting to know your Customers. Getting to know your Employed Contractors Getting to know your Colleague Understanding the key Strategies of your Current Business Performing Well on a Daily Basis Transparency Trust Easy, Understandable English Communication Achieving Both Set Customer And Company Goals And Utsmost CUSTOMER Satisfaction 😉

I frequently emphasize the importance of clarity in my writing and speaking because I consistently encounter employees who are merely going through the motions. They often lack a clear understanding of the crucial aspects of their roles, struggle to differentiate between what's truly significant and what can be deferred or delegated, and fail to grasp how their actions align with the broader mission and vision of the organization.

"Who is ready for internal promotion?" - How can high autonomy be also a warning? People leave companies because they feel it is easier to be promoted if another company hires you than your own. The famous "job hopping". But can we really blame them if we don't have systems in place to make sure we don't miss people who are ready for it? One of the ways to identify those people is by measuring autonomy in real-time. The system we use helped leaders cherry-pick employees who are ready for that next step because, in their current job, they feel they can do it with one hand, eyes closed. So, yes, a lack of autonomy can be a sign of micromanagement, but outstanding autonomy may also be a signal that your employee might "hop off".

Communication issues often go hand in hand with micromanagement. Open and transparent communication is key to fostering engagement. Leaders should encourage regular team meetings, provide updates, and actively listen to their employees' ideas and concerns. Micromanagement is counter productive. Trust is crucial for engagement. Leaders should empower their employees by delegating tasks, giving them autonomy, and allowing them to take ownership of their work. Let's give our team the freedom to shine!

A lack of autonomy hinders employee engagement. Firstly, without clear outcome expectations, employees feel directionless and demotivated, leading to disengagement. Secondly, when employees are unable to utilize their skills and strengths to achieve these outcomes due to micromanagement or rigid policies, their sense of empowerment and satisfaction diminishes. To enhance employee engagement, managers must establish clear expectations and empower employees to leverage their abilities to achieve goals autonomously.

My philosophy is to manage like a coach; use positive powerful questions to spark thought and build trust with employees to let them know you value their input to lead decision making

Autonomy is crucial for successful leadership because it empowers individuals to take ownership of their work and make decisions with confidence. When leaders foster a sense of autonomy among their team members, it promotes innovation, creativity, and problem-solving. It allows individuals to tap into their full potential, take risks, and learn from their experiences. Additionally, autonomy promotes trust and accountability, as team members feel empowered to take responsibility for their actions and outcomes. Overall, a leader who values and fosters autonomy creates an environment that encourages growth, collaboration, and high performance.

Clear career paths provide certainty and clarity. However, we seldom really have a clear path given the changing nature of people and business. I like what authors Tupper and Ellis refer to as the Squiggly Career, where we craft and re-craft our career journey as we and external factors change. Leaders and managers who have coaching and mentoring skills play an empowering role by having conversations to co-craft careers 'paths' - even if they are squiggly.

Employees thrive when they see a clear path for growth and development. Leaders can create personalized development plans, offer training programs, and provide mentorship opportunities. This could include in the job growth opportunities. Be mindful lack of necessary tools and insufficient resources can also hinder engagement. Leaders should ensure their teams have access to the right technology, training, and support to excel in their roles. Let's equip our teams for success!

A lack of growth opportunities hinders employee engagement by stifling ambition and causing stagnation. When employees perceive limited chances for career development or skill enhancement, they may become disengaged, seeking opportunities elsewhere. Investing in professional growth and offering advancement prospects not only boosts engagement but also retains top talent, as employees are more likely to remain committed to an organization that supports their long-term career aspirations.

Have you ever felt the enthusiasm and energy from a team of people when they leave a really good training course? That is the power of individual growth. In the following days people will be enriched with new inspiration and ideas. Without growth an individuals value decreases, then what impact does that have on those around them?

A lack of growth opportunities suppresses employee engagement in two key ways. Firstly, without access to learning and development opportunities, employees feel stuck and undervalued, curbing their motivation and performance. Secondly, even if advancement opportunities are scarce, preparing employees for future roles fosters a sense of value and loyalty. To strengthen employee engagement, managers must prioritize training, feedback, and career development to ensure continuous growth, empowering employees to reach their full potential.

Not just recognition, but timely recognition. On the spot, in the moment or soon after shows that an impact was made that deserves recognition. It also encourages positive behaviours and builds energy and drive from your team to go the extra mile or put in more effort for the simplest of tasks, to the ones that take more time and commitment.

Lack of recognition hinders employee engagement by diminishing morale and motivation. When employees' efforts go unnoticed or unappreciated, they can feel undervalued and disengaged. Regular acknowledgment and appreciation for their contributions are essential for maintaining high levels of engagement, job satisfaction, and a sense of belonging within the organization. Recognition also reinforces desired behaviors and encourages employees to continue performing at their best. A simple "Good Job Email, Phone Call or SMS Message" Can go a long way.

A recent Forbes article quoted that 36% of employees felt so strongly about recognition (or lack of it) that it was "the number one reason they're considering switching jobs." People feel good when they are recognised for good work. We all do. It is another area good managers will hold as a strong attribute and has an incredible impact on people.

When employees aren't recognized, morale drops, motivation wanes, and productivity takes a hit. The lack of acknowledgment can also lead to increased turnover, strained team dynamics, and a disconnect from company goals. To foster engagement, it's crucial to regularly appreciate and value employees' contributions, creating a positive workplace where recognition is a cornerstone of the culture.

This is one area, and some of your employees will find this important, but like all the other areas covered in this topic, the blend of these and to be able to cover as much of your EVP as possible will contribute to successful engagement.

Burnout can quickly drain engagement. Leaders should encourage a healthy work-life balance by promoting flexible schedules, encouraging breaks, and discouraging excessive overtime. Prioritizing well-being and recharging is important. Remember, engagement is a two-way street. Actively addressing these hindrances and creating an environment where our employees can thrive is key. Together, leaders can build a motivated, engaged, and unstoppable teams!

People want to be treated as adults trusted to do their job, do it well, and then be recognized for their efforts. Anything less is just not acceptable. They’ll find a company who knows how to utilize their gifts and makes sure they know they’re respected.

In addition to the above factors of Trust, Clarity, Autonomy, Growth and Recognition, it's important to also consider training and development. When deciding on training and development, organisations look for the "one size" to fit. Or worse - they sign up with a platform that provides courses for everything. An "eat all you can" buffet without flavour. Instead, look within your organization and identify the key skills, technical areas, expertise that is going to drive purpose and grow your company. Invest in creating the right learning and development that further solidifies you as experts in the field. Show your employees that you care for them and their long term growth in the organization.

Step 1. Communication plays a key role. As a leader, you have to talk to your team to understand their interests, skills, expectations, strengths and their Areas of Improvement. Based on this a leader can identify where the skills of their employees can be engaged. Step 2. Engage your employees in tasks relevant to their skills, set expectations on. a. What to do b. How to do it c. Why is the task critical d. Deadline for completing it Most importantly, make them accountable for the given responsibility. Step 3. Monitor the progress. Based on this, a leader can guage level of support their employee might require (this can indicate if micromanagement is required or not) Step 4. Provide feedback and reward the right performance

What kept me engaged was feeling part of a team that was working towards a shared goal and each one of us understood what difference we were making to the goal and were driven to work towards it. All the factors mentioned here are so important towards the engagement. In addition, I would like to add the relationships and culture that allows for expressing opinions, making mistakes and learning from them and recognizing the strengths in the team.