Although better relationships with managers, incentives and other elements can improve employee engagement, a new report indicates another factor — encouraging personal agency and ownership — may be an underutilized technique.
The report notes that, while senior leaders, immediate managers and HR executives are often identified as the catalyst for engagement efforts succeeding or failing, many employees are also willing to take responsibility for their involvement.
Most are aware when engagement is at risk: More than 95 percent know when they begin feeling disengaged. However, only a small percentage make an effort to correct the situation.
Companies, according to the report, may benefit from monitoring worker sentiment to help encourage employee engagement.
In addition, supporting high-trust relationships, providing well-designed jobs and conveying a compelling mission can help influence workers to take a more active role to improve employee engagement in the organization.
For more on the report from The Engagement Institute, a joint effort of The Conference Board, Deloitte Consulting LLP, Sirota-Mercer, ROI Institute and The Culture Works, click here.