Beyond the Basics: Reimagining Employee Engagement with Five Key Strategies

By Allegra Tasaki, MBA, Maggie Jones

5.20.25

Five years ago, the pandemic forced us to reshape our lives and work cultures in mere days. How has your organization engaged staff in the aftermath? Some may have struggled to regain a former normal, while others have adapted by exploring new, innovative elements of work culture. Regardless of your organization's specific journey, take a few minutes to conside the current landscape and some ideas that have contributed to success in one organization.

Many experts thought that the “great resignation” was over. Some say that there will be a resurgence in 2025.^1,2 Whether or not a “great resignation” will persist or recur, attracting and retaining employees remains a major challenge for employers. All signs point to workplace volatility. In addition, there is the recent upheaval in the federal government.

Gallup’s "State of the Global Workplace 2024 Report"¹states that more than 60% of workers in the U.S. and globally say they are not engaged at work and are doing the bare minimum to meet their job requirements, while 15% report being actively disengaged. Despite the threat of an economic downturn, layoffs and threats such as AI and developments in technology taking over human jobs, people want to find meaningful work that engages them and offers work-life balance.

Organizations and leaders have an awareness and recognize the value of employee engagement, yet they struggle to translate that awareness into action. What are employees seeking today?

According to the Harvard Business Review’s "Why Employees Quit,"⁴some organizations have not addressed the problem of a sustainable work environment and provided gratifying work experiences.
Fortune⁵ reports over 90% of full-time employees are not happy with their current position.
A CNBC article⁶ argues the “great resignation” is over, but workers still want to quit; employers are therefore encouraged to keep a pulse and invite employees to share what motivates them.

While it might be easy to identify where companies make mistakes with the workplace culture and relationships, viewing the work of building culture as a shared responsibility promotes a more optimal environment. Navigating the evolving world of hybrid and remote work presents ongoing challenges to staff engagement, and it requires intentional effort. We've curated some successful initiatives implemented to build a more connected and motivated workforce as we move toward cultivating a stronger sense of connection and motivation. Has your organization considered any of these options to support staff engagement in a hybrid or return-to-work environment?

Build core values based on staff input. Foster engagement by having staff identify core values collaboratively so that they have ownership. Ask staff to think about how core values can reflect organizational standards for professional norms and guide expectations for behavior, decision-making and performance measurement to advance your organization’s mission. At our organization, discussions about core values are woven into quarterly and annual reviews, and into periodic meeting content. They even shape awards for staff. Each year staff vote on a “core values champion,” identifying a team member who best exemplified the staff core values of integrity, supportiveness and inclusivity, teamwork and approachability, excellence and responsive communication and service. Staff are eligible to receive a spot bonus for exemplary performance or a gift card when an extraordinary short-term effort has been made.

Embrace a learning culture. Well-designed and planned opportunities enable staff to learn from each other and from respected sources, while exploring ways to apply new knowledge and enhance services to stakeholders and each other. Topics are deep and wide and can range from technology skills to industry knowledge that includes information news and trends, certification best practices and a day in the life of a constituent information session. Self-guided learning that includes quiet hours offered each month enables staff members to step away from their regular tasks and acquire new skills and knowledge.

Cross-training and cross-team projects encourage collaboration, relationships and seeing the bigger picture in the organization. Our organization has offered additional training about stress management, time management, mental health and the importance of soft skills necessary for interactions with people. For wellness boosts, we offered training about setting healthy boundaries, stretching exercises at a desk, celebrating wins and more.

Tools such as Gallup’s StrengthsFinder assessment can identify each team member’s individual strengths and assist in building a multitalented team. When each staff member at our organization completed this assessment, in-person break-out sessions about the findings helped coworkers get to know each other and tap into new connections for cross-departmental team projects.

Value a culture of recognition. A culture of recognition aids in developing engaged and loyal employees. When employees go the extra mile to get results, showing appreciation is always warranted. From supervisor-hosted lunches and peer-to-peer shout-outs to CEO gift cards or major CEO spot bonuses, an organization can live and breathe authentic gratitude. We have found that workplace recognition has increased motivation and provided a sense of accomplishment, contributing to employees feeling valued for the work they do.

Recognition not only boosts individual employee engagement, but it also has been found to increase productivity and loyalty to the organization, leading to a healthy work environment and higher retention. Longevity can be rewarded with loyalty bonuses at five, 10, 20 and 30 years. Recognition can also include wellness days that give half-days off usually in the summer before holidays. These contribute to a guilt-free shutdown because the office has been closed. Lastly, can your organization afford to grant time off for the week between Dec. 25 and Jan. 1? This added benefit has really helped employees to recharge.

Make time for fun. Encourage staff to share about their personal and professional journeys; our team members often share pictures of their families, which helps form connections, and celebrate children and grandchildren. Quarterly end-of-the-week trivia and games or staff hangouts (virtually, to include remote staff) help to establish relationships beyond usual staff roles. The possibilities for fun are endless, especially when the team is encouraged to develop ideas. We have held staff trips to see plays, go bowling, creatively work with glass and more. These outings have been cherished by our staff.

Keep your culture evolving. As team members grow with the organization, and as new hires come on board, workplace cultures must stay agile to understand and meet the needs of the evolving workforce. Consider using objective measures of staff engagement and preferences, one of which is taking steps to become certified as a “Great Place to Work” (GPTW) organization.

GPTW survey data collection provides an anonymous feedback mechanism allowing teams to offer suggestions, comments and constructive criticism to inform management about benefits and workplace culture. Earning this certification allowed our organizations to learn, grow and benchmark ourselves to other organizations. Findings have enabled leadership to understand hidden perspectives and anticipate how to navigate challenging engagement issues and improve over time.

Collaboratively bridging gaps in engagement can positively influence employee trust, enabling organizations to retain talent and provide a gratifying work experience for employees.

References

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