In recent years of the economic crisis and growing rate of employee burnout, employee engagement has become the focus of business leaders. High levels of employee engagement have been linked to several positive outcomes, such as lower absenteeism, improved performance, proactive and innovative employee behaviour, as well as financial profit. Hence, organisations with engaged employees are best armed to thrive and obtain a competitive advantage, even in challenging times.
Considering the many benefits of employee engagement, the question as to how it can be enhanced is of great interest to people managers and organisations as a whole. Yet, managers and leaders hold various misunderstandings about which initiatives can increase engagement. Here are some myths that are widespread within organisations about employee engagement.
See also: 4 Myths about Star Employees
Fact: Marc Effron, President or Talent Strategy Group, wrote that many studies have shown us that the global engagement level is about 65 percent. This number is far from terrible and it suggests that global employee engagement isn’t low. If we calculate from several studies, Effron said, the maximum practical engagement average is 85 percent. Thus, if the current global engagement average is 65 percent, the maximum practical score of 85 percent would put the current level at about 80 percent. This is not a bad number, rather an encouraging number to say that the global workforce is not disengaged.
Fact: Studies suggest that coaching and showing concern are the most important dimensions for employee engagement, whereas participant decision-making is rated lower. A strong coaching culture could deliver better results and are more effective at engaging employees. Yet, strengthening the supervisor’s ability to coach seems to be one of the major challenges organisations are facing today.
Fact: Defever and Dewettinck study discovered that there is no significant relationship between the frequency of performance talks and employee engagement. However, they found a significant positive relationship between the duration of those meetings and the engagement of employees. The more time a supervisor spends on formal performance meetings, the higher the engagement. In other words, knowing the length – rather than frequency – of a performance talk has more influence on employee engagement.
Fact: Based on research by Defever and Dewittinck, clear goal orientation is more related to employee engagement than a good team spirit. The higher the team is rated on this dimension, the more engaged the members are. That being said, teams with well-defined goals will perform better than those without. Clear goal orientation helps a team member form a common identity and enhances the team’s commitment to achieving goals.