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5 Reasons Your Employees Aren't Engaged

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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.