2.5. An engaged employee contributes two and a half times more to their company’s growth than a disengaged employee.
As evidence, a recent Gallup study notes that 90% of leaders recognize employee engagement as essential to their business. Yet, according to the same study, 42% of employees report feeling disengaged. Hardly surprising, since 75% of companies have no strategy in place to increase employee engagement.
Significant measures therefore remain to be taken. Measures that are all the more important given that the consequences of insufficient personal investment are costly for the company. In particular, we see substantial costs associated with high absenteeism rates and high staff turnover, as well as difficulties in adapting to change. Real challenges in a context of crisis and labor market tensions, of which leaders are well aware.
These are the prerequisites necessary to undertake an initiative to improve employee engagement.
Problem #1: “Employee engagement is not my concern”
When it comes to engagement, the game of “passing the buck” often takes place.
For example: the President recognizes engagement as a strategic priority. They ask the HR Director to take charge of the project. The HR Director, in turn, entrusts the task to managers. The manager realizes they won’t have time to address the issue and delegates it to a willing volunteer.
However, engagement is, and must be, everyone’s responsibility, it’s a universal endeavor. Each employee is involved, regardless of their hierarchical position, role, department, etc.
Problem #2: “To solve the engagement problem, organize a team building event and we’re back on track”
Engagement is not a complicated issue but a complex one. Engagement is complex by nature because it’s a combination of several interwoven elements that are difficult to grasp.
Think of the difference between an Airbus 320 and a plate of spaghetti. The A320 is complicated to replicate, but by detaching the pieces one by one, we can understand the whole, and fashion an identical model again using an instruction manual. A plate of spaghetti, on the other hand, is extremely complex because the pasta strands intertwine in such a way that each plate is unique—impossible to recreate identically even with instructions (the pasta would interweave differently and the final visual result wouldn’t be the same). That’s the whole difference between complex and complicated.
Engagement is therefore extremely complex; you must be wary of one-size-fits-all recipes and simplistic solutions that are consequently inadequate. By grasping the complexity of the issue, you will succeed in improving the situation.
Problem #3: “I don’t understand engagement”
The consequence of Problem #2 is widespread misunderstanding of what employee engagement really is. Lack of data, expertise, and analysis hinders understanding of the subject.
Those working on engagement are flying blind, moving forward tentatively, and quickly become discouraged when their actions don’t bear fruit.
So, how do we move forward?
Sports: An engagement strategy with significant return on investment
In this year of Olympic and Paralympic Games, it makes sense to place a strong focus on sports.
According to a major 2023 workplace well-being study conducted by United Heroes in partnership with Great Place to Work, workplace sports is a driver of engagement and cohesion for talent: 80% say they have better relationships with their colleagues thanks to sports, and 77% state that corporate sports help remotive teams (Cisco and Ipsos). We also know that the stronger a company’s commitment to sports in the professional setting, the greater the increase in employee productivity (up to nearly 9%).
Corporate sports offers numerous economic benefits and immediate return on investment has a positive impact on your employees’ peace of mind, physical fitness and health, motivation—all important factors that, while not defining engagement, contribute significantly to it.
Shall we get started?