It's actually only logical: motivated and productive employees who are committed to their company's goals and do great work achieve measurably better results in a company. In many companies, managers therefore launch initiatives to appreciate, recognise and support their employees with the aim of making them happy to work there. Studies show that companies with high employee engagement outperform those with low engagement by 202% (1).
Of course, investing in employees costs money. But it costs even more to lose the best people to the competition. And this danger is very real: a Gallup survey shows that 37% of engaged employees are looking for work or at least open to new opportunities. Among non-engaged employees, the figure is as high as 56% - meaning that more than half have already internally quit. This is a devastating figure, given that companies with engaged employees have 233% higher customer retention and 26% higher annual turnover growth (2).
How to engage
In a disruptive, constantly changing world, good leadership skills are becoming increasingly important. This has also been proven in studies. Trust in the boss is the greatest motivation for above-average employee commitment, growth and development opportunities are the second most important (3). At atwork, we are convinced that a manager can significantly increase employee engagement in the company simply by providing constant feedback. It starts with simple behaviours: For example, 70% of employees say that their motivation and morale would improve massively if their bosses thanked them more (4).
It is also important that leaders use tools and behaviours to measure, adapt and improve the culture in the company through change. The compensation system, benefits and recognition should aim to make employees' lives better overall. Ongoing training opportunities are another building block for motivated employees. They can also learn through online courses, classes or groups. Employees decide what they want to learn based on the needs of their teams and individual career goals. Managers focus on coaching and development - not telling employees what training they should take.
A good leader is also able to communicate his or her thoughts and ideas in a way that employees will be able to understand. In addition, foresight, fairness and openness are essential. Team performance – and not one’s own ego – should always be at the forefront of goal accomplishment. After all, the more involvement and participation a company allows its employees, the stronger the bond between the company and its employees, especially the younger ones.
It is high time for every company to increasingly assess its bosses according to agility, creativity and the ability to lead teams. Because such leaders also deliver better financial figures at the end of the year.
(3) Modern Survey
(4) Reward Gateway