With burnout on the rise, many organizations are eager to make the necessary adjustments that enhance employee engagement.
Burnout and employee engagement are on opposite ends of a continuum. Burnout involves a sustained experience of stress at work. Individual variables exist, but a major factor is whether employees feel valued by their management and leadership teams. On one hand, burnout includes exhaustion, cynicism, and lower professional efficacy, while engagement is defined by positive emotions and motivational states at work that enhance productivity.
Employee engagement hinges on a high degree of commitment and dedication. Studies show that when engagement is high, a company can maximize retention and profit. But building a sense of work value does not occur on its own; it takes an organization with several key factors in place.
Many studies have attempted to measure engagement using questionnaires and surveys, including Utrecht Work Engagement Scales and Gallup’s Workplace Audit Q12 surveys.
Long-term studies confirm that clear performance expectations cause employees to feel more engaged. Employee turnover and productivity are impacted by whether they have a strong sense of their daily workflow. Clarity about expectations helps employees better prioritize their time. This enhances self-efficacy, because employees can act in ways that result in predictable management responses. When expectations are transparent, it helps employees to understand how their performance influences the team and organization as a whole.
Each employee brings a new set of strengths and weaknesses. The best organizations find ways to honor those strengths by identifying where employees can excel. Developing employee competence can help employees devote the effort necessary for organizational success. Strength-based role adjustments help employees focus on aspects that are meaningful to them. And studies confirm this approach significantly reduces burnout.
Motivation involves choice, effort, and persistence, and it is higher in employees who believe leadership is sensitive to their experience. Effective leaders are open to employee ideas, attitudes, and concerns. When they show support for employee by allowing them to influence work policies and procedures, career satisfaction and engagement increase. Even minor adjustments can improve operational efficiency and show employees that their voice matters.
Engagement is higher in organizations that embrace a culture of care. This reflects a belief that the company truly cares about employees, including their physical and mental health. It sends the message that they are more than just a number. Also, organizations support a caring culture when they show appreciation (and pizza parties do not cut it!) Instead, top organizations recognize excellence in their workforce, express appreciation regularly, and remind employees of the wellbeing benefits resources they have secured for them. Studies suggest this culture of care is even more important in companies with a global or remote workforce.
As Treo’s Global Wellness Researcher, Karlie uses recent research findings to support healthier daily habits. Karlie earned her doctorate in Neuroscience and Behavior and bachelors in Health and Exercise Science.
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