BETA
This is a BETA experience. You may opt-out by clicking here

More From Forbes

Edit Story

Want Better Employee Engagement? Invest In Your Line Managers

Following

Seven in ten executives agree that employee engagement is essential to their company’s success, yet few organizations are getting it right. According to Gallup, employee engagement slumped to a seven-year low in 2022, with almost a fifth of the approximately 67,000 full- and part-time employees surveyed feeling actively disengaged at work. This is an increase of two percentage points from 2021 and four points from 2020. So, how can businesses reverse the trend?

What Is Engagement and Why Is It Suffering?

Engaged employees are committed to their job, invested in their company’s success, and willing to go the extra mile. They bring a myriad of benefits to their employers, increasing profitability by up to 23%, reducing absenteeism by 41%, and boosting productivity by 17%.

However, the past few years have challenged even the most dedicated employees; the pandemic and its aftermath have left many feeling fragile, exhausted, and burnt out. And in some cases, new working models have exacerbated the issues. Without question, hybrid working brings tremendous business benefits, but many employers are still figuring out how best to offer their teams the flexibility they prize while keeping them connected.

Perhaps unsurprisingly, clarity of expectations is the engagement driver that has suffered the most since 2020. If teams share their time between home and the office, clear direction matters more than ever. Disengaged employees also cite a lack of connection to the mission or purpose of their company, not having enough opportunities to learn and grow or do what they do best, and not feeling cared about at work.

Hiring For Values Alignment

While there’s no quick fix for diminishing employee engagement, hiring individuals whose values align with the organization’s provides a strong foundation. People are much more likely to feel connected and energized if they work for a company that upholds their values. And their chances of thriving in a business are higher if they can get involved beyond their job description, particularly if they feel they’re playing a part in tackling pressing social and environmental issues.

Studies suggest that line managers should also be a, if not the key focus of efforts to reset employee engagement, given how much influence they have over how people feel about work. Employees who feel trusted and supported by their manager are 3.4 times more engaged, while Gallup finds that 70% of the variance in team engagement is down to the manager alone.

Goal Setters

Managers are the critical link between employees and the business. By establishing clear objectives for their teams and ensuring people understand their roles, they help set the tone. Tracking and providing feedback on employee performance is all part of making sure employees know where they stand. And who better to deliver that all-important critique through regular one-to-ones than managers? It is not about micromanagement; the most effective managers guide their team members, coach them, and advise them, empowering them to do their best work.

Cheerleaders

It is not enough to have clear objectives and a supportive boss. People also crave reassurance that they matter and that their work counts, to the extent that a caring, empathetic manager is now a top employee ‘must have’, second only to salary. By actively listening to their teams and taking a genuine interest, managers can make them feel valued.

Recognition for their contribution can also help employees feel they are more than a cog in the wheel. Feeling appreciated improves engagement and can also boost performance, with research showing that when people experience gratitude from their manager, they’re more productive. Rewarding employees isn’t necessarily about money or gifts. Positive, specific feedback from their manager for a job well done can go a long way to helping an employee feel their work is appreciated.

Explicitly discussing growth potential or providing opportunities for employees to take on new projects that spark their interest and challenge them is another way for managers to show they value their contribution and are investing in developing their skills.

Managers Can’t Do It Alone

However, as pivotal as managers are, these workplace superheroes can’t be solely responsible for fixing the current disengagement problem. Nor can they play their part in isolation. They need full support and buy-in from HR and the senior leadership team, not to mention the relevant training to equip them for changing work environments. Managing a remote or hybrid team requires a new approach, as does tackling some of the issues prevalent in today’s workplace, such as employee wellbeing and burnout. With data revealing that a third (33%) of managers feel out of their depth when supporting their team through mental health issues, employers need to step up and fill these gaps in their experience.

Rebooting employee engagement is a long-term commitment requiring a multi-pronged approach – from hiring the right people to finding opportunities to connect them with the organization’s purpose. However, they say people leave managers, not organizations, which is why investing in your line managers, nurturing and supporting them, is business-critical. Line managers are one of your most valuable assets. Treat them well, and offer them the same support and care you expect of them, and employee engagement will bounce back.

Follow me on Twitter or LinkedInCheck out my website