Team Member Engagement

Seven Dynamics that will Impact your Employee Engagement Strategy

by robertr

June 27th, 2013

Engaged employees feel personally connected to the company, are more productive, and act as champions for their organization. A fully engaged employee spreads enthusiasm and is willing to go the extra mile. In the book Employee Engagement 2.0: How to Motivate Your Team for High Performance, Kevin Kurse lists a number of studies by Gallup, Knexa, and the Corporate Leadership Council that confirm that “organizations with a high percentage of engaged employees report greater staff retention, more satisfied customers, and higher sales.” In our own study, Dale Carnegie Training identifies the tangible and intangible dynamics that govern employee engagement strategies. The study points to several groups that need special attention when creating an employee engagement strategy in order to increase their productivity for the organization.

Examine the variables that can impact your employee engagement strategy and increase their engagement.

1.       Age

Young employees and those over fifty are more engaged. Managers need to take steps to ensure employee engagement doesn’t sink from partial to complete disengagement. Managers should consider intervention and training opportunities specially aimed at workers in their forties.

 2.       Length of Service

Those employed for at least three years are more engaged than the newly employed. However, engagement is low among people with more than twenty years of service, often due to lack of motivation or career path maintenance.

 3.       Position Within the Organization

Those at VP level or above are the most fully engaged. The economic climate and pessimistic attitude toward “corporate America” may account for the relatively low level of engagement among senior managers.

4.       Education Level

Surprisingly, people with post-graduate degrees are less engaged than people with only an undergraduate college degree or some college experience. This could be attributed to the fact that the most educated are underemployed, overqualified, or have greater expectations that have yet to be met.

5.       Income level

Higher income correlates with higher level of engagement. Unsurprisingly, the most disengaged are those earning less than fifty thousand a year. However, multiple factors can influence and alter this; for example, managers can help employees feel that their work is important to the company, help them feel valued, and show them ways in which they can grow in their career.

6.       Full- or Part-time Employment

Part-time workers are less engaged. In the U.S., part-time workers’ engagement may increase over time, but they continue to stay much less engaged (26%) than full-time employees (36%).

7.       Type of Industry

Client-facing employees, for example, those in sales or customer service, are the type of employees companies most need to engage. These employees tend to be the lowest paid, but their position is critical to customer satisfaction. High-level performance boosts customer satisfaction and company revenue. In some job sectors such as education, manufacturing, and  government, employee engagement is significantly low.

Click here to download a Free White Paper on Employee Engagement

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