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Workplace Environment

Employee Engagement Still Lacks Execution

Business LeadershipContingent WorkforceGeneral InsightsHRTechnology and Innovation by Christopher J. Dwyer on

Today’s enterprises can be characterized as fast-paced, ever-evolving to effectively respond to a more dynamic marketplace. Within the hustle and bustle lies a critical workforce need that is often overlooked: employee engagement. The concept can be confused with simply offering employees certain monthly perks identified from a quick survey. However, it goes much deeper than that and reaches beyond permanent, full-time employees to those in the extended workforce, as well.

A well-rounded definition of employee engagement comes from Engage For Success: “Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization’s goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.”

Powerful, Yet Underutilized

It is that commitment toward oneself and the enterprise that makes employee engagement such a powerful workforce approach. Yet, as a Gallup survey indicates, only 36% of U.S. employees are engaged in their work and workplace. The number is even lower on a global scale, with only 20% of employees engaged at work.

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Introducing a New Subscription Model

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

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Optimize Your Workforce with Recession-Proof Strategies, Part Two

Business LeadershipContingent WorkforceGeneral InsightsHRTalentTechnology and Innovation by John Yuva on

We’re now two months into the second half of 2023 and economically speaking, things are looking positive. The Bureau of Economic Analysis reports that GDP grew 2.4% in the second quarter of 2023. The labor market remains tight with unemployment at 3.6%, a rate not witnessed in decades. However, according to the U.S. Bureau of Labor Statistics, the tight labor market allows the Federal Reserve to continue raising interest rates to fight inflation. Currently, inflation rests at 3%, a percentage point higher than the Federal Reserve’s longer-run goal of 2%.

Does the state of the current U.S. economy equate to a “soft landing” and the evasion of a recession? Maybe, maybe not. Due to the expectation of continued interest rate increases and the potential ramifications, uncertainty remains among executives and their enterprises. Thus, many are considering strategies over the next six to 12 months to recession-proof their critical workforce and their organizations.

With that in mind, the Future of Work Exchange features part two of a three-part series exploring several contingent and overall workforce strategies to achieve a recession-proof enterprise over the next few weeks. Part two explores the next three strategies.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

Click here to learn more.

read more

Employee Engagement Still Lacks Execution

Business LeadershipContingent WorkforceGeneral InsightsHRTechnology and Innovation by John Yuva on

Today’s enterprises can be characterized as fast-paced, ever-evolving to effectively respond to a more dynamic marketplace. Within the hustle and bustle lies a critical workforce need that is often overlooked: employee engagement. The concept can be confused with simply offering employees certain monthly perks identified from a quick survey. However, it goes much deeper than that and reaches beyond permanent, full-time employees to those in the extended workforce, as well.

A well-rounded definition of employee engagement comes from Engage For Success: “Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization’s goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.”

Powerful, Yet Underutilized

It is that commitment toward oneself and the enterprise that makes employee engagement such a powerful workforce approach. Yet, as a Gallup survey indicates, only 36% of U.S. employees are engaged in their work and workplace. The number is even lower on a global scale, with only 20% of employees engaged at work.

However, for those enterprises with a fully entrenched employee engagement system, the results speak for themselves. According to Gallup, those leading organizations are experiencing the following benefits:

  • An increase of 18% in productivity (sales)
  • An increase of 23% in profitability
  • A decline of 40% in quality issues (defects)

Achieving these results requires engagement with every worker. With nearly half (nearly 48%) of today’s enterprises comprised of contingent workers (per Ardent Partners and Future of Work Exchange research), employee engagement must include this critical workforce segment. When faced with the possibility of losing extended talent following a project or other initiative, employee engagement could be the competitive differentiator to retain them.

Engagement Strategies

Remote and hybrid work models can pose some challenges to employee engagement strategies. However, Gallop says “…highly skilled managers who set clear expectations, are in touch with each person through meaningful weekly conversations and have high accountability” will be necessary to execute employee engagement in a remote/hybrid work model.

A hybrid model is the most conducive to employee engagement because “…it can provide flexibility that considers several factors simultaneously — the individual’s life situation and strengths, the needs of the team they work on, health concerns, and the organization’s culture and business objectives,” Gallop says.

The following are various employee engagement strategies that can lead to a more motivated and productive workforce.

  • Invest in the candidate/employee experience. From the moment an enterprise engages with a candidate through that individual’s employment with the organization, the candidate/employee experience should be part of that journey. Communication and illustration of the company’s core values, for example, should be front and center to provide a sense of belonging and set the tone of the culture. Those values are then reinforced by managers and team leaders to create an open and positive work environment.
  • Integrate technology into the employee engagement process. Digital solutions permeate the workforce landscape. Apps to streamline the onboarding of contingent workers, collaboration tools for in-person and remote teams, and others all play a role in employee engagement. Research by Ardent Partners and the Future of Work Exchange says that 73% of businesses plan to utilize AI to measure and track and enhance employee engagement and the candidate experience. According to HR Cloud, “With the use of AI and collaboration tools, employees can become highly engaged since these technologies simplify tasks. Technology today allows efficiency, increases flexibility, and allows employees to work within the allocated time.”
  • Conduct regular workplace assessments. As the enterprise workforce evolves, it’s essential to measure the pulse of the workplace through assessments. Gauge overall feelings about workplace culture, leadership effectiveness, and work/life balance to name a few. Nearly 80% of businesses plan to conduct formal workplace culture assessments by the end of 2023, according to research from Ardent Partners and the Future of Work Exchange. Results will serve as a foundation for any changes to employee engagement initiatives.
  • Communicate, communicate, communicate. Motivate employees by encouraging them to share their thoughts, feelings, and ideas. One-on-one meetings with managers each week creates an emotional connection to the organization. Contingent workers must also be part of these weekly one-on-ones. Gaining their input can lead to productivity insights and improvements, as well as enhance their connection with their team members and colleagues.
  • Promote transparency with the contingent workforce. When it comes to the inner workings of the enterprise, the extended workforce should be part of those discussions. Whether they’re company meetings, employee retreats, or other communication and bonding activities, transparency with contingent workers can lead to greater trust, loyalty, and commitment. The more extended workers know about the organization and what goes on behind the scenes, the more they identify with its objectives and successes.

In his updated Gallup article, Jim Harter, Ph.D., chief scientist for Gallup, succinctly lays out the importance of an engaging workplace coupled with great managers — regardless of the economic climate. “Amid changes in workplaces and the economy, building an engaging workplace with great managers remains centrally important. During tough times, it predicts the resiliency of the workforce,” Harter says. “During recovery times, with lower unemployment, it predicts the retention of star employees. During all times, engaging workplaces with great managers build an organizational reputation and employment brand.”

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Leadership Must Change if Businesses Want to Thrive in 2022

Business Leadership by Christopher J. Dwyer on

Many business leaders across the world were dealt an unfair hand when the COVID-19 pandemic hit nearly 18 months ago. Faced with a massive loss of revenue, customer trust, and enterprise sales, executives were also forced to lay off or furlough chunks of staff during the worst public health crisis of our lifetime. When uncertainty and the unprecedented impact of a pandemic hits your business, your staff, and your personal life, as well, there’s not much room to positively maneuver around it all.

We’ve experienced many Future of Work “accelerants” over the past year-and-a-half that have enabled new discussions on the best ways for enterprises to get work done. Yes, of course, remote and hybrid work have dominated those conversations, however, there’s so much more to the story that has a direct impact on how leaders, well, lead.

Future of Work Exchange research points to several expected shifts in business leadership over the next several months and into 2022:

  • 83% of enterprises expect business leadership to prioritize an inclusive workplace environment. Diversity is just one (very big) piece of the arena known as “diversity, equity, and inclusion.” Business leaders now seemingly understand that inclusion, which extends to how they structure a welcoming and open workplace environment, is the only path forward for both talent acquisition and talent retention. Potential candidates should feel at-ease knowing that they could potentially join an organization that welcomes their background, differences, disabilities, etc., while existing workers are more likely to stay if they know their workplace is safe, welcoming, and prioritizes openness and communication. Inclusion is just as critical for new talent as it is for current talent.
  • 80% of companies anticipate more empathy-led leadership. Empathy is a routine, featured topic here at the Future of Work Exchange, and for good reason: empathy, quite literally, is the only way forward. Empathetic leadership is what is sorely needed for executives to earn required trust from their staff and for workers to feel “connected” to the greater organization and to also feel supported in their current roles. Empathy-led leadership involves organizational leaders asking questions, actively collaborating, and prioritizing communication with their workforce. In 2022, this will make or break the average enterprise, especially as conversations around worker burnout continue to dominate headlines.
  • 77% of organizations believe business leaders will structure workforce management on flexibility. While we just highlighted how the Future of Work is more than “just flexibility,” the agile nature of today’s forward-thinking organizations provides a robust template from which today’s leaders can leverage to effectively plan for the year ahead. Yes, remote and hybrid work plays a valuable role in the greater concept of flexibility, however, it traverses much deeper than whether or not workers are physically in the office or at their kitchen table. Flexible work models, such as shorter work weeks, adjusted hours, or agile task-sharing, also play critical roles in how business leaders rethink the many ways to get work done.
  • 72% of businesses expect business leadership will focus on understanding personal perspectives of workers. This attribute could be the most crucial of all, given where we are in the greater timeline of a public health crisis. When the pandemic hit, no one fully knew what to expect; what followed was tragedy, horror, and unease. From a business leadership perspective, it created a truly emotional toll on the workforce, forcing executives to enact cognitive empathy to fully understand what it was like to juggle a lack of daycare, remote learning for children, sick or dying relatives and family members, and general uncertainty regarding job security. If leaders truly understand “where” workers are mentally and emotionally, it allows them to be more flexible in their management style and how they support that talent. In the months and years ahead, this higher level of understanding will go a long in helping business leaders build a trusting workforce that feel like their leaders want to fully support them during uncertain times.
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