How to Reengage Employees During a Pandemic

Ensuring that employees are engaged in the workplace benefits an organization in many ways. There has been much research on the topic of employee engagement and further how to foster it. However, these methods may need reevaluation due to the broad ranging effects of COVID-19.

Employee Engagement

Great levels of employee engagement lead to higher levels of profitability, organizational stability, and increased individual and team performance (Gallup, 2020; Saks, 2006). Previous research explored employee engagement in two main theoretical frameworks: the antecedents and consequences of engagement, and burnout (Saks, 2006). Additionally, a recent study conducted by Gallup (2020) found that highly engaged organizations and teams lead to fewer negative outcomes, an increase in positive outcomes, and more organizational success.

Saks (2006), worked to identify and categorize the previous research regarding employee engagement and to propose Social Exchange Theory as a theoretical foundation for employee engagement. Social Exchange Theory argues that obligations are generated through a series of interaction between parties who are in an understood state of interdependence. It is thought that this theory helps to explain why employees choose to become more or less engaged in their work or organization. It was found that employee engagement can be explained by the Social Exchange Theory.

Gallup (2020) also worked to provide clarity on how to improve employee engagement efforts. It was found that the metrics used to predict employee engagement are too complicated, scores can easily become inaccurate with the use of a “percent favorable” metric, and surveys are overused in order to get immediate feedback without analyzing or applying the results.

Reengagement Following COVID-19

The pandemic presented new challenges to employee engagement, along with some opportunities to better understand its nature. A study conducted by Yuan et al., (2020), examined the impact of the COVID 19 pandemic on employee engagement. They identified and proposed that job reattachment effected employee engagement and thus the use of PPE, work withdrawal, and task performance with a confounding variable of leader safety commitment. This study drew from previous literature regarding traumatic events in order to formulate their hypothesis.

Job Reattachment

           Job reattachment describes returning to work after a period of nonwork and the process in which it takes to mentally connect to their work. An example of this that is currently relevant is how to readjust back to work following quarantines and lockdowns.

Leader Safety Commitment

Yuan et al., (2020), also found that leader safety commitment can promote job engagement by moderating job reattachment. It is thought that leader safety commitment increases the level of safety felt by an employee as a result of the leader’s actions. It is suggested that leader safety is important due to previous research positing that employees have the physical need of safety prior to being able to be completely immersed and invested into their work. This factor presents challenges in the current state of the world; where, physical safety is threatened due to uncertainty and medical risks presented from the COVID 19 pandemic. It has also been found that leaders can have a great impact in reinforcing safe workplace environments. This is done by upholding safe work practices and workplace safety, and promoting the perception that employees are empowered to support and commit to their own safe practices.

Thus, moving forward during the transitions from COVID 19 lockdowns, it will be important for organizations to:

·     Create a plan for job reattachment

·     Consider leader safety commitment and address employee concerns and feelings involving physical safety

·     Expect that differing levels of employee engagement may have a contingent effect on work withdrawal, PPE use, and task performance