Employee Engagement: Signs Employers Need To Watch

Memory NguwiBy Memory Nguwi
Last Updated 9/5/2024
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Employee Engagement: Signs Employers Need To Watch
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Employee engagement a state when an employee feels an emotional connection towards their work and organization. Employers should be concerned about employee engagement because it directly impacts productivity, morale, and customer service.


Employees that are engaged are more likely to stay longer, be more productive, and go above and above for the firm. On the other hand, employees that are disengaged are more likely to be unproductive, have poor morale, and negatively influence customer service.



Related: Employee Engagement - Why it Matters


Progressive employers are now devising ways to improve employee engagement. These include providing clear job roles and expectations, offering rewards and recognition, creating a positive work environment, fostering collaboration and communication, and providing opportunities for professional development.


Employers should also focus on creating a culture of trust and respect, offering competitive salaries and benefits, and providing employees with the resources they need to do their jobs effectively.


Companies can also focus on creating a culture of transparency and open communication, providing employees with feedback and recognition, and offering flexible work schedules.


Related: Employee Engagement Ideas You Can Use in Your Organization


More importantly companies should also focus on creating an environment where employees have a sense of purpose and meaning in their work. It helps to providing employees with the tools and resources required by employees to do the jobs effectively, and fostering a sense of community among employees.


Related: What are the types of employee engagement


Research has consistently shown some of the consequences of low employee engagement. Below I list some of the common consequences of low employee engagement:


  1. Low productivity
  2. Low morale
  3. High staff turnover rate
  4. Poor customer service
  5. Increased absenteeism
  6. Lack of collaboration
  7. Poor team dynamics
  8. Lack of trust in leadership

Related: How to Create a Collaborative Work Environment


Research has also revealed some of the causes of low employee engagement. The good news is that most of the issues listed are within the control of the organization’s leadership. Below I share some of the common causes of low employee engagement:


  1. Poor communication
  2. Unclear job roles
  3. Unmet expectations
  4. Lack of recognition and rewards
  5. Unclear goals
  6. Unsafe working conditions
  7. Unreasonable workloads or deadlines
  8. Disrespectful behaviour

Employee Engagement: Signs Employers Need To Watch

Employers may not want to address employee engagement issues because they may be unaware of the issue or may not want to invest the time and resources into addressing it. Additionally, employers may be hesitant to address employee engagement issues because they fear it could lead to more problems or conflicts.


Related: Absolutely Best Time To Assess Your Employee Engagement


However, addressing employee engagement issues is essential for creating a positive work environment and ensuring that employees are productive and engaged.


Employers should carry out employee engagement surveys to gain insight into how employees feel about their work, the organization, and the company culture. Surveys can help employers identify areas of improvement and provide them with the data they need to make informed decisions. Additionally, surveys can help employers understand how employees feel about their job roles, colleagues, and overall experience working for the organization.


Surveys can also help employers identify potential issues before they become serious problems and provide them with feedback on how to improve employee engagement.


In conclusion, employee engagement is a key success factor for any organization. Organisations should strive to create a positive work environment, provide clear job roles and expectations, and offer rewards and recognition to their employees. Additionally, employers should focus on creating a culture of trust and respect, providing employees with feedback and recognition, and offering flexible work schedules. By taking these steps, employers can ensure that their employees are engaged and motivated to do their best work.


Memory Nguwi is an Occupational Psychologist, Data Scientist, Speaker, & Managing Consultant- Industrial Psychology Consultants (Pvt) Ltd, a management and human resources consulting firm.


Email:mnguwi@ipcconsultants.com or visit our websites

https://www.thehumancapitalhub.com/ and www.ipcconsultants.com


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Memory Nguwi

Memory Nguwi

Memory Nguwi is a Registered Occupational and Industrial Psychologist with more than twenty five years of practice. He holds a Master of Science in Occupational Psychology, a Post Graduate Diploma in Occupational Psychology, a Bachelor of Science Honours degree in Psychology, and a Diploma in Labour Relations. He is the Founder and Managing Consultant of Industrial Psychology Consultants. He has held this role since 2004. In that time he has led work on job evaluation, salary structuring, salary surveys, psychometric testing, employee engagement, performance management, workforce planning, productivity analysis, organizational design, board evaluations, and executive recruitment. His clients work in banking, telecommunications, mining, manufacturing, retail, fast moving consumer goods, health services, government, revenue administration, and international development. He has served on eleven boards. These include a national revenue authority, a listed beverages company, a national health services body, listed financial institutions, a national productivity institute, an international scientific research academy, and the national professional association of psychologists, which he led as President. He has chaired human resources committees and finance, risk, audit, and compliance committees at the board level. He has spoken at more than forty conferences across three continents. He organized leadership and human resources events that brought the late Doctor Stephen Covey, Dave Ulrich, Doctor John Maxwell, Brian Tracy, and John Parsons to audiences of 200 to more than 1 500 participants. He has published more than six hundred articles on human resources, leadership, productivity, and occupational psychology. He is a joint author on peer reviewed research published in the Journal of Interdisciplinary Academic Research.