Employee engagement is a top priority for organizations. We all know that engaged employees drive better business outcomes, improve customer experiences, and contribute to a positive workplace culture. But are we thinking about engagement the right way?
Are We Missing Half the Equation?
Most conversations about engagement focus on what companies can do to inspire and retain employees—better leadership, fair compensation, recognition programs, training, and clearly communicated values. These are all important factors, but they only address half of the equation.
The missing piece? What employees can do to engage themselves.
At a recent HR conference, Marshall Goldsmith observed a room full of seasoned professionals discussing engagement strategies. Yet, not once did anyone mention the role employees play in their own engagement. The conversation was entirely about what companies should provide, not about what individuals can contribute.
Engagement Starts From Within
Think of two flight attendants working the same flight. They earn the same pay, wear the same uniform, serve the same customers, and follow the same company policies. Yet, one is positive, enthusiastic, and energized, while the other is disengaged, cynical, and resentful. What’s the difference?
It’s not what the company provides. It’s what’s inside the employee.
This is the core mistake in how we approach engagement—assuming that external factors alone determine whether someone is engaged. The truth is, engagement is a choice. While organizations should absolutely create an environment that fosters it, employees must also take ownership of their attitude, effort, and mindset.
Rethinking Employee Engagement
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