What are the most common reasons employees become disengaged?

It is always important to remember that people are the lifeblood of any organization. But success does not merely happen because you have people in positions - success happens when you have engaged the brains and hearts of the people within an organization. Even small changes in the number of people actively engaged has been shown to create disproportionate returns.

In my opinion it is important in modern business practice to place your employees at the centre of your organisation. Whilst I acknowledge this doesn't always happen, I think its self-explanatory from a leadership perspective that appreciation and acknowledgement towards employee contributions and achievements will work full circle as they help to achieve the key goals of the organisation. If employees are not being recognised for positive contributions I'd recommend training and development of the leadership and management teams.

Recognizing and appreciating employees is like fuel for their motivation. It not only enhances their sense of value but also fosters a positive work environment. When individuals feel acknowledged, it can lead to increased job satisfaction, improved morale, and a stronger commitment to the organization's goals. As a manager, investing in regular recognition and feedback can contribute to building a culture of appreciation, ultimately benefiting both the employees and the overall productivity of the team.

I've seen so many times in my professional experience, good companies of all sizes lose brilliant team members due to lack of recognition. Every leader must be aware of this and do their best to recognize people's qualities fairly, empathetically and enthusiastically.

In my experience one of the biggest reasons for disengagement has been due to working in silos. It causes poor communication, breeds insecurity, and stifles creativity and innovation. Additionally, I've observed that working in isolation creates assumptions and ill feeling towards other teams "othering" them which meant a breakdown of communication, processes and hinders the free flow of ideas and collaboration.

Communication is the lifeblood of an organisation. There are so many ways to communicate in a business nowadays and this can lead to misunderstandings. From a leadership perspective it is critical to match the best method of communication to the situation - this will help to eliminate frustration and confusion and build up a mutual trust. As a people manager myself, it is critical to utilise a variety of tools to manage both my time and my teams time. This can be online methods such as instant messaging and email but in my opinion nothing is better than face to face interaction to understand non-verbal cues such as body language and mood. By meeting regularly both parties can build engagement and understanding to work together more closely.

I believe that many organizations feel that they do a great job of communicating to, or at, employees. But transmitting more often, louder, or in more channels does not create engagement. After all, the goal is not to 'engage with' employees, but to enable employees to engage their brains and hearts to achieve business outcomes. If you want to engage employee brains and hearts, you need to think in terms of a relationship. You cannot have a relationship if one person does all the talking and none of the listening. Therefore, it is critical to open two-way dialogues with employees; it is as critical to get feedback and inputs from employees as to give feedback to them.

Employee growth extends beyond career advancement and learning opportunities. Meaningful projects that involve cross-functional collaboration can play a pivotal role in fostering engagement. By forming committees that bring together different teams to manage projects, employees gain a sense of shared responsibility and a valuable peek into the workings of other departments. This not only stimulates curiosity but also opens doors for internal exploration and potential transitions. It's all about broadening horizons and creating a dynamic, engaging workplace.

A toxic work environment can be a roadblock to employee engagement. The happiness and well-being of employees are closely tied to their ability to stay engaged with their work. It's a shared responsibility, where management and employees play a vital role. Management should continuously measure and assess employee happiness and effectiveness. However, it's not just a top-down approach; employees should feel empowered to provide feedback and voice their concerns. A culture of openness and feedback is key to addressing and rectifying issues that can lead to disengagement, fostering a healthier and more productive work environment.

A mismatch of values can significantly impact employee engagement. To address this issue, it's crucial for organizations to focus on clear communication and genuine commitment to their stated values. Transparency in communicating company values and ensuring that the organization practices what it preaches are foundational. Providing a big-picture perspective and demonstrating a strong commitment to the business allows employees to see the tangible impact of their contributions. When the values and purpose are aligned and consistently demonstrated, employees are more likely to feel connected, motivated, and engaged with their work.

In my opinion; Micromanagement is one of the prevalent factor contributing to employee disengagement. When managers excessively control their employees, they strip away autonomy and erode trust. Consequently, employees may perceive themselves as undervalued and develop resentment, ultimately leading to disengagement.