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5 Reasons Your Employees Aren't Engaged

Furious boss scolding young frustrated intern, dismissing him with hand gesture. Ineffective stressed office worker receiving dismiss notification sitting at table, listen to irritated boss yelling.

If your com­pa­ny is expe­ri­enc­ing low lev­els of engage­ment, address these issues

Employ­ee engage­ment, which can be defined as employ­ees who are involved, and enthu­si­as­tic about, their work and work­place, is an ongo­ing HR focus and con­cern. In our pre­vi­ous arti­cles, we have cov­ered the ben­e­fits of engaged employ­ees and how employ­ee engage­ment impacts per­for­mance and pro­duc­tiv­i­ty. In this arti­cle, we will look at what might be pre­vent­ing you from hav­ing an active­ly engaged work­force and what you can do about it.

There is cer­tain­ly no clear-cut for­mu­la for employ­ee engage­ment. Despite their best efforts, some com­pa­nies are still see­ing crit­i­cal­ly low lev­els of engage­ment. If this is the case for you, read the fol­low­ing points to deter­mine whether your com­pa­ny and its per­for­mance man­age­ment sys­tem are the rea­sons behind your employ­ees’ lack of engagement.

1. Inter­ac­tion with man­age­ment is minimal

The influ­ence and impact of a good man­ag­er on employ­ee engage­ment is some­thing that should nev­er be under­es­ti­mat­ed. This is some­thing we’re par­tic­u­lar­ly pas­sion­ate about at Clear Review, which is why we are strong advo­cates of a con­tin­u­ous per­for­mance man­age­ment approach, a sys­tem which involves ongo­ing per­for­mance con­ver­sa­tions. It has been shown that man­agers account for a 70% vari­ance in employ­ee engage­ment and, in order to pos­i­tive­ly impact engage­ment, man­agers must have fre­quent and qual­i­ty con­ver­sa­tions with their employees.

This inter­ac­tion will help employ­ees build strong rela­tion­ships with their man­agers, which will facil­i­tate dis­cus­sion regard­ing strengths and per­for­mance con­cerns. It will also ease the deliv­ery of effec­tive feed­back, which is nec­es­sary for opti­mal per­for­mance. Man­agers sim­ply can’t be intim­i­dat­ing, dis­tant author­i­tar­i­ans. They need to begin to take on more of a coach­ing role to ensure employ­ees are engaged and enthu­si­as­tic at all times.

2. Employ­ees have no scope for progression

As stat­ed in Forbes, Employ­ees will always per­form at their best when the envi­ron­ment is con­ducive to growth.” If you want moti­vat­ed, ded­i­cat­ed employ­ees, you will need to offer clear routes for per­son­al and career advance­ment. This will demon­strate to the employ­ee that you are invest­ed in them and their career. If there are skills the employ­ee wish­es to improve upon, have con­ver­sa­tions on how the com­pa­ny can make this hap­pen. If there are avenues the employ­ee can pur­sue to advance with­in the com­pa­ny, make sure they are aware of them.

If you neglect pro­gres­sion in any way, the employ­ee will be left feel­ing they’re stuck in a dead-end career and they will become demo­ti­vat­ed. This will like­ly result in either an employ­ee who isn’t con­tribut­ing as much as they have the poten­tial to, or in an employ­ee who will jump ship to explore oppor­tu­ni­ties elsewhere.

3. Employ­ees don’t know what they’re doing

At the very least, for employ­ees to be engaged they need to know and under­stand their goals. How can they be pro­duc­tive and pas­sion­ate about their roles when they don’t know what is expect­ed of them? To coun­ter­act this, SMART objec­tives need to be a focal point of your per­for­mance man­age­ment process. This col­lab­o­ra­tive goal-set­ting process should put your employ­ee in the dri­ving seat. Dis­cuss their strengths, skills, and pas­sions and allow them to write their own objec­tives. This will result in an employ­ee who feels an own­er­ship over the direc­tion of their career, and they will be more pas­sion­ate about deliv­er­ing on objec­tives they have set themselves.

4. Employ­ees don’t see how their role matters

It has become wide­ly recog­nised that trans­par­ent lead­er­ship is the key to devel­op­ing a cul­ture of trust and respect between man­agers and employees.Transparency allows for employ­ee align­ment, which is crit­i­cal in terms of engage­ment. In order for an employ­ee to under­stand how and why their efforts are rel­e­vant to the organ­i­sa­tion as a whole, man­agers should take the time to pro­vide con­text and dis­cuss organ­i­sa­tion­al goals. This way, an employ­ee feels they are val­ued and respect­ed, and they are also bet­ter able to design their SMART objec­tives to align with com­pa­ny goals.

5. You’re not say­ing thank you

Recog­ni­tion is impor­tant to employ­ees, and it is increas­ing­ly clear that it is a huge dri­ver for employ­ee engage­ment. Even the most engaged employ­ee can become demo­ti­vat­ed and frus­trat­ed if their efforts go unac­knowl­edged. If employ­ee recog­ni­tion isn’t some­thing your com­pa­ny pri­ori­tis­es, this is some­thing that needs to change. It has been shown that when an employ­ee recog­ni­tion pro­gramme is put in place, employ­ee turnover can be reduced by as much as 24%, staff frus­tra­tion lev­els are 28% low­er, and engage­ment can increase by an incred­i­ble 60%.

Recog­ni­tion doesn’t need to come at a high cost. A sim­ple thank-you can go a long way, and employ­ee of the month” pro­grammes are a sim­ple way of giv­ing a shout-out to a high per­form­ing employ­ee. If your team has exceed­ed expec­ta­tions or put in a lot of effort, you could pro­vide a free lunch as a cel­e­bra­tion. Get cre­ative and put effort into intro­duc­ing and main­tain­ing a cul­ture of appre­ci­a­tion and encouragement.

To find out how Clear Review, our inno­v­a­tive per­for­mance appraisal soft­ware, can boost the per­for­mance, pro­duc­tiv­i­ty and engage­ment of your employ­ees, book a per­son­al demo now.