How can employee engagement improve your health?

Overachievers can be the most vulnerable. As a large part of their self-worth stems from feeling good at work, employing overachievers and not taking care of their engagement will impact their health more drastically. The health decline will happen despite the perceived high level of performance. They can go through the motions and tick things off “because they are paid to do it” without being engaged in the work. The lack of engagement will impact mental health of an overachiever and their families and friends will feel it. The best case scenario is that they will quit. Worst case is that they stay because they “can not afford do lose the job” and become dissengaged in the long term.

There is a very close link between employee engagement and wellbeing. Employee wellbeing can often be an output of being engaged. Some of the same things that boost engagement also boost wellbeing. These include feeling listened to, working with purpose, team psychological safety, quality management, regular recognition etc.

I've seen firsthand how employee engagement directly impacts health and well-being. When people feel engaged, they’re not just clocking in and out, they're invested in what they do. This sense of purpose can really alleviate stress. It's like a positive loop: being engaged makes you feel good, and feeling good makes you more engaged. In my organization, we aim to boost engagement by providing opportunities for growth, encouraging work-life balance and giving employees a voice in decision-making. These strategies don't just make for a more effective team, they contribute to individual well-being, too. As a leader, it's something I constantly prioritize, because a happy, healthy team is far more productive, creative and loyal.

Employee engagement is an essential tool for any Organization...when we talk about engagement that sense as employee feel connected, bonding with colleagues and on the other hand being realised that important part of the company. Engagement also provides benefits with reducing stress and managing the health wellbeing, eventually it plays vital role.

highly engaged and committed workforce will always be a happy and productive team. The passion and partnership to work and deliver more will result only by defining a clear purpose and vision leading in the well being and commitment of the team

Engagement is a result of "perceived organizational support." According to the research of Robert Eisenberger and colleagues, employees form general perceptions of the degree to which an organization values employees' contributions and care about their well-being. Through social exchange mechanisms, employees reward that perceived support with higher levels of engagement.

Engagement looks different for individuals. One person may like team get together sessions, another might hate it. One might like being on stretch assignments to learn and grow faster. Another might just want to focus on the core responsibilities and do a great job at deepening one's skillsets in it and have good work life balance. Yes, it is tough and it is a delicate balance. That's why the role of the manager is not easy and going from average to great is even more difficult. Managers are responsible for engagement at the team level. Their role is to understand how to enable and empower team members to be better versions of themselves, according to their career and personal goals.

There are numerous drivers to earn employee engagements. Starting with free and effective open communication. Feedback from execution strategies. Tracking of progress Appreciation, reward and recognition to the outstanding performance employees. This motivates engagements and collaborative strength.

Some drivers to take a look: 1. Leadership: responsible & skilled leaders will build healthy & meaningful relationship with the team, so motivate employees' morale 2. Peer relation: When employees get along well with their colleagues, they are more likely to work together effectively, share ideas, and collaborate on projects. 2. Rewards and recognition: "People will forget what you said, people will forget what you did, but people will never forget how you made them feel." 3. Professional growth: training, new reading materials, certification courses, events, and so on 4. Continuous feedback: Providing feedback should not be postponed until the year-end; it should be continuous.

Generally speaking we can break down the drivers of employee engagement into two camps: the perceived environment (what happens at work) and the felt experience (how someone feels about what happens). It's important to note when identifying areas underneath either of these categories (collaboration and recognition as part of the perceived environment and purpose and trust as part of the felt experience for example) that the only thing you can influence is the environment - you can't tell people how to feel.

I find the concept of boredom particularly interesting when it comes to employee engagement. Personally, when I am bored, I am most likely to be disengaged. As managers we need to keep in touch with our employees in terms of what they are passionate about, where they would like to stretch themselves and what challenges they would like to take on.

This is more of a personal advice based on my own personal experience. Some barriers are self-inflicted. Yes, you, as an employee will need to bear responsibility for your own mental health at work. I have learnt a little too late in my career that if you don't go after what you want, you will never have it. And if you don't ask, the answer is always no. Even if you think nothing might come out of it (depending on your corporate and team culture), it is good to communicate to your manager or relevant personnel on what you seek in your career and personal growth. What specifically keeps you engaged and motivated. If after communicating that and nothing changes, you know that you should probably seek out other career opportunities.

Micromanagement (and even worse, Nano-management) is a sure shot way to lose an employee. Also, the inability of a leader to provide the right leadership at the right time can majorly impact engagement (Paul Hersey & Ken Blanchard).

However, there can be several barriers to employee engagement. One common barrier is poor communication within the organization. When employees are not effectively informed or involved in decision-making processes, it hampers their engagement and overall sense of belonging. Lack of recognition and appreciation for employees' efforts can also be a significant barrier. When employees feel undervalued or unappreciated, they may become disengaged and their health can suffer. Additionally, a lack of opportunities for professional growth and development can contribute to disengagement. Employees who do not see a clear career path or feel stagnant in their roles are more likely to disengage and experience negative health outcomes.

The lack of career conversations in my opinion is possibly a barrier to employee engagement - not having a good understanding of your employees' strengths, values, interests and goals simply do not allow you as a manager/leader to understand what resonates with them. How one employee wishes to be engaged, is going to differ to the other employee's demands.

The truth of the matter is that you cannot please everyone. So being able to stay true to company's values and exhibiting the corresponding action (culture) are more important than simply offering the fluffy benefits. Most companies conduct employee surveys in the year. What sets companies with good culture apart from the bad is what they do with the survey. Are you addressing the issues from the root or covering them with actions that don't solve any issues? Many people shy away from rocking the boat and avoid large changes, preferring to retain status quo or making small changes which don't solve anything and may utilize more resources. However, not working on such issues cause more negative impact in the long run.

All human being need some motivation to excel in their job. Constructive pressure on employees work as a great motivation. Providing continuous constructive pressure should be considered as one of the strategy to improve engagement with employees. However, care has to be taken that this pressure doesn't turn into destructive pressure.

Firstly, clear communication and transparency are essential. Employees should feel well-informed about company goals, performance expectations, and career development opportunities. Secondly, providing opportunities for skill development and training can enhance employee engagement by allowing them to continuously grow and contribute to the organization. Recognition and rewards for hard work and achievements can also boost engagement, Furthermore, fostering a positive work environment with open lines of communication, collaboration, and teamwork can contribute to higher engagement levels and offering a fair and competitive compensation package that aligns with industry standards can help attract and retain talented employees.

Employee Engagement is a positive ‘state’ and it’s not surprising that it’s associated with wellbeing. However, let’s not confuse correlation and causation. The roots of mental wellbeing are, like employee engagement, in basic human needs. As outcomes they correlate with each other, but it’s our needs for autonomy, competence and relatedness (at least as described by Self Determination Theory) that essentially ‘drive’ both.

Health is comprised of myriad things - physical spiritual and emotional. A healthy relationship with work is critical since we spend so much time there! Being engaged - collaborative, learning, curious involved, active - can only result in a more positive outlook and life experience. Engagement is not communications per se but a holistic endeavor!

Employee engagement has numerous positive outcomes for both the employee and the organization. Engaged employees tend to be more committed, motivated, and satisfied with their work, leading to increased productivity and higher quality of work. They are more likely to stay with the organization, reducing turnover rates and associated hiring costs. Engaged employees also demonstrate higher levels of creativity and innovation, contributing to the organization's growth and competitiveness.

The outcomes should be measured by metrics and here are some suggestions: - Employee Satisfaction Surveys - Retention Rates - Productivity and Performance

Improved Work-Life Balance: The Key to Holistic Wellness Engaged employees often have a better work-life balance. They are more likely to set boundaries, manage their time effectively, and avoid excessive work-related stress, leading to improved overall well-being. Solution: Flexible Work Arrangements Offer flexible work arrangements, such as remote work options or flexible hours, to help employees achieve a healthier work-life balance. Encourage time management strategies and discourage overworking to foster holistic wellness.

I believe outcomes of employee engagement extend beyond the workplace. While the common outcome include customer satisfaction, reduce absenteeism, and create positive organizational culture, there's a profound impact on employees' personal lives. Engaged and happy employees not only find fulfillment in their work but also carry that positivity into their homes, fostering happiness within their families. Recognizing that a significant portion of our lives is spent at work, it becomes evident that if work brings joy, it contributes to overall life satisfaction. Hence, employers who prioritize employee happiness are not only enhancing their organizational success but are also making a meaningful contribution to a happier and healthier society.

I feel many leaders fail to recognize the signs of "engaged" employees feeling burned out. And that's where engagement and well-being come together. So while engaged employees are more productive, loyal, produce quality, offer value - over a period, can end up feeling exhausted. Hence, engagement, flexible breaks, recognition of efforts, etc. should be a sustained effort to retain these "outcomes" of employee engagement

1. Wellness Programs: Engaging initiatives for fitness. 2. Group Activities: Team sessions for active breaks. 3. Fitness Challenges: Rewarding contests for motivation. 4. Flexible Breaks: Quick exercises during pauses. 5. Leadership Involvement: Role modeling by leaders. 6. Recognition: Celebrate employee fitness milestones.

I would add that the more we think about outcomes rather than focusing on engagement as a concept the better Wellbeing is an outcome and as such understanding want enables people to be well and what gets in the way is an important part of any survey/engagement strategy Focus on things that influence the outcome and are low scoring, rather than guessing what might support better health

Addressing what is in it for the employees vis-a-vis their role & contribution is equally important. Sometimes, initiatives are introduced and then there are no or very few takers for them. The adoption % remains low, as probably they either do not identify with the programs or do not have time to be involved with them. It is easy to introduce programs to utilise budget or do some tick mark, but getting employees to invest in them is key. So, customizing programs basis the real needs of different segment of employees is crucial for any employee engagement initiative to bring about results.

Wellbeing and engagement comes from strong leadership, clear direction, strategy and prioritisation, and positive role modelling. It comes from toxic behaviours not being tolerated and high psychological safety. No amount of wellbeing initiatives will ever truly improve wellbeing and engagement if these fundamental behaviours remain. They're merely papering over the cracks.

In my experience, I have seen employees be more motivated and engaged through Outcome-driven Well-being engagements. In this age where the focus is more on sustainability and contributing to society - Including employees in achieving CSR and ISR agenda, starting from planning to execution to recognition adds a lot of value to employee experience. You will find employees are better engaged and motivated, and boost internal brand value.