A Deeper Dive Into Employee Engagement: Levels and Strategies

Within the bustling landscape of the modern workforce, a hidden but expensive guest often lurks in the shadows — the metaphorical white elephant of employee disengagement. Much like a tangible white elephant that requires substantial resources for its care, disengaged employees impose costs far beyond what meets the eye. Despite their physical presence within an organization, disengaged employees lack the motivation and commitment necessary for meaningful contributions. Their existence imposes expenses that transcend the surface, encompassing decreased productivity and elevated turnover rates.

According to Gallup’s State of the Global Workforce Report of 2023, the financial toll of disengaged employees is staggering, ranging from $450 billion to $550 billion in lost productivity yearly. These employees cost their companies approximately 18% of their annual salary equivalents. Moreover, on a global scale, disengagement takes a toll of $8.8 trillion on the economy, and a significant 61% of actively disengaged employees are either actively seeking new employment opportunities or keeping an eye out for them.

Recognizing the white elephant is just the beginning of the journey. The crucial first step is to develop comprehensive strategies that foster engagement at all organizational levels. In this exploration, we will delve deeper into these strategies, shedding light on how organizations can acknowledge the white elephant and effectively address it, leading to a more prosperous and engaged workforce.

Before we jump into the strategies to deal with employees’ lack of engagement at work, let’s lay the groundwork. Think of this as setting a strong foundation. Employee engagement has different levels, kind of like different stages. There are three levels: Actively engaged, not engaged, and actively disengaged. These levels help us understand employees’ feelings and find ways to turn disengagement into active involvement.

In its State Of The Global Workplace report, Gallup concluded that only 15% of employees were actively engaged.

Actively engaged employees are the stars of the show. They’re fully committed to their work, consistently exceeding expectations, and taking the initiative to enhance their performance and the organization’s success. They believe in the company’s mission, collaborate effectively with colleagues, and are positive about the future.

Unengaged employees, who make up to 67%, are indifferent to the success of their company and do the bare minimum required of them — Gallup

Not engaged employees are those who clock in and out, doing what’s required but a little more. They lack enthusiasm, resist change, and might not connect with the company’s goals. While they don’t exhibit actively disengaged behaviors, they are not contributing to their full potential and can be a missed opportunity for growth.

The level of actively disengaged employees rose by 2 percentage points to 17% in 2023 — Gallup

Actively disengaged employees are the outliers who lack motivation and spread negativity. They criticize the company, sabotage projects, and might even seek to leave. Their presence can be toxic and detrimental to team morale and productivity.

Addressing employee engagement requires a multi-faceted approach that caters to each level’s specific needs and challenges. Here’s how to tackle engagement across the spectrum:

Actively engaged employees

Recognition and empowerment. Actively engaged employees thrive on recognition and empowerment. They appreciate it when their hard work and contributions are acknowledged. For example, a sales team member who consistently exceeds their targets might receive public praise during team meetings, recognizing their efforts and empowering them to continue their high-performance streak. This recognition can motivate them to maintain or even elevate their level of engagement.

Professional development. Actively engaged employees are eager to grow and excel. Offering them opportunities for professional development is like giving them the tools to further their success. For instance, an actively engaged software developer may receive advanced coding courses or the chance to work on challenging projects. This investment fuels their drive and aligns their personal growth with the organization’s success.

Open communication. Actively engaged employees value open and transparent communication. They want to know that their work contributes to the company’s vision and goals. For instance, in a tech startup, regularly sharing updates about how a new feature they’ve developed aligns with the company’s long-term vision can reinforce their belief in its mission. This kind of communication ensures they remain motivated and engaged in their work.

Not engaged employees

Tailored recognition. Not engaged employees often need personalized recognition and opportunities for skill development. Consider an administrative assistant who’s been with a company for a while. The organization might identify their talents and interests, such as graphic design, to reignite their passion. They could be recognized for their design contributions to company presentations and offered courses or mentorship in graphic design, tailoring recognition and development to their unique skills.

Feedback and involvement. Engaging employees who aren’t engaged can involve seeking their input and involving them in decision-making. For example, a customer support representative who has become disengaged might be invited to participate in discussions about improving customer service processes. Their feedback is valued and actively makes them feel more involved and valued within the organization.

Highlight purpose. Sometimes, not-engaged employees simply need to understand how their role fits into the bigger picture. Based on research conducted by Imperative, 42% of companies lacking an articulated purpose experienced negative growth.

Take, for instance, a data entry clerk in a marketing agency. Demonstrating how their meticulous work on data accuracy directly impacts the success of marketing campaigns can help them see the purpose of their tasks. This understanding can reignite their interest in their job.

Actively disengaged employees

Individual attention. Actively disengaged employees require individualized attention. Imagine an actively disengaged team leader displaying negative behavior and sabotaging projects. In this case, the organization might conduct one-on-one meetings to understand the issues causing their disengagement. Providing a platform for them to voice their grievances can be the first step toward addressing and rectifying their concerns.

Provide resources. Actively disengaged employees may need additional support and resources to help them feel equipped to succeed. For example, an employee actively disengaged due to feeling overwhelmed might benefit from time management training, delegation strategies, or access to tools that streamline their tasks. These resources can help them regain control and confidence in their role.

Define expectations. Actively disengaged employees often lack clarity about their roles and expectations. Providing them with clear expectations and regular constructive feedback can be transformative. Consider a project manager who’s consistently underperforming and expressing dissatisfaction. Clearly defining project goals, expectations, and milestones, coupled with ongoing feedback and guidance, can help them understand what’s required for improvement.