Engaged Employees

Effective management is one of the most vital components of a successful workplace ecosystem. From motivating and developing staff to actualizing long-term objectives and achieving organizational goals, people leaders are instrumental in driving the business forward.  

To succeed, managers should invest time and energy in employee engagement. Studies show that companies with invested employees are 21% more profitable and 17% more productive. Additional benefits include higher retention, lower absenteeism, better customer service, greater job satisfaction and improved safety, to name a few. 

It’s clear from the data that increasing staff commitment can produce meaningful results, and we also know that many factors contribute to the ways that personnel feel connected to their organization.  

For managers who are looking for tips to amplify engagement, I suggest using Thinking and Behavioral insights to their advantage. By applying a Whole Emergenetics® Approach (WEapproach), supervisors can identify opportunities to increase commitment by honoring the different needs and preferences of employees. 

Boost Commitment through the Emergenetics Attributes 

7 tactics can be implemented by people leaders in any environment to strengthen ties between personnel and their work.  

Two talking bubbles icon#1 Give Recognition

When accomplishments are celebrated, employees feel valued. 82% of workers agree that recognition impacts their engagement, and 78% say they would be more productive if they were acknowledged more frequently. Be sure to routinely recognize direct reports when they succeed in big and small ways and lean into their preferences to ensure that the celebrations are meaningful. For example, individuals who are first-third of Expressiveness may prefer receiving compliments in one-on-ones or via email, whereas those who are third-third may appreciate getting a shoutout in a team or company-wide meeting. 

Car icon#2 Define Individual and Team Goals

Creating clear, achievable personal and departmental targets supports motivation and commitment. To inspire personnel, managers can collaborate with their teams and direct reports to set the pace for short and long-term objectives. Strike a balance between the calm and steady approach of first-third Assertiveness as well as the driving energy of third-third Assertiveness. Supervisors can offer insights into priorities, project timelines as well as big-picture goals and partner with staff to identify reasonable timelines as well as stretch goals to enhance engagement. Be sure to check in throughout the year to discuss achievements and realign on priorities so objectives remain motivating and achievable. 

Arrow on sign pointing in different directions icon#3 Support Career Mobility

82% of employees who have career conversations with their managers every month are highly engaged, compared to the 53% who only have those discussions once a year. Ask personnel about their growth ambitions and the skills they would like to build. People leaders may find that their direct reports are first-third Flexible in their approach and prefer to stick to a plan once it’s been set, in which case supervisors can partner with Learning & Development or relevant departments to craft directed growth opportunities for staff. Alternatively, they may find that staff prefer to adapt their plan along the way, in which case they can collaborate with other leaders to provide exposure and learning opportunities that allow for adjustments.  

NewAnalytical#4 Embrace Employee’s Expertise

According to research conducted by MIT Sloan, trust is a critical driver of engagement. When employees feel they have a voice in their work and are given the responsibility to lead initiatives, commitment increases. To establish assurance and confidence in your personnel, treat staff as experts in their own fields. Point out the assets and background knowledge each employee provides to the team. Ask teammates for their perspectives and recommendations on projects and next steps. Then, encourage staff to drive relevant tasks forward. By giving individual contributors a seat at the table and recognizing their expertise, employees will feel valued and more likely to persevere in their work. 

Pen On Paper#5 Set Clear Expectations

As Brene Brown said, “to be clear is to be kind.” When individuals understand what is expected of them, especially those with a Structural preference, it allows them to take action, make progress and feel accomplished. Be mindful to regularly revisit staff’s job descriptions to clarify expectations, especially as changes occur in the organization. When new opportunities arise, identify the team members that will contribute, outlining action items, timelines and next steps. Ensuring that expectations are mutually agreed upon and understood by all parties will inspire greater productivity and ownership over work.  

People talking bubbles icon#6 Take Interest in Employees as People

Managers who actively support the whole person at work can go a long way in influencing their team members’ physical and mental health as well as their commitment to the job. A global study revealed that when workers believe their employers care about their well-being, they are three times more likely to be engaged in their work. To cultivate connection, consider appealing to the Social Attribute by implementing an open-door policy, which encourages vulnerability for employees to discuss any challenges that come up, and making time for regular points of connection through meetings or other media.  

Light bulb with brain inside icon#7 Embrace Ideation

PwC found that 60% of workers believe that innovation is vital to their job satisfaction. Spark the Conceptual Attribute in everyone by creating space for ideation. Acknowledge that untried or even seemingly “odd” ideas are important in the pursuit of creativity. With any concept brought forward, link to the big picture and discuss its potential before defining whether it is a viable option. Welcoming all thoughts without judgment will make individuals feel encouraged to participate and likely increase contributions.  

Managers and the relationships they have with direct reports are one of the leading factors in employee engagement. When supervisors are equipped to support their people and honor their Thinking and Behavioral preferences, engagement will flourish.  

Discover how you can use Emergenetics to inspire a culture of engagement. Explore our website or fill out the form below to connect with one of our team members today.  


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