Engagement & Motivation

In today's workplace, staying current on the latest trends in employee engagement isn't just beneficial—it's essential. As we get deeper into 2024, learning about the dynamics of workplace engagement can significantly impact organizational success. 

Drawing on recent findings from industry leaders like Gallup, Calm, and BetterWorks. We've curated a list of 18 critical statistics encapsulating the current state of employee engagement. These employee engagement statistics provide an overview of what drives higher engagement, common issues companies face, and innovative strategies to combat them. 

Whether you're looking to refine your HR strategies, benchmark your company's performance, or stay ahead of the curve, these statistics offer valuable guidance. They reflect broader trends in corporate culture and employee expectations and shed light on the effectiveness of new tools and methods in enhancing employee engagement.

What is Employee Engagement

If you search Google for “employee engagement ideas,” you’ll surely come across many articles that share ideas like “bring your dogs to the office” or “plan team-building activities.” While these might be good ideas that can help boost culture and morale, genuine efforts to improve employee engagement go much deeper than these types of surface-level initiatives.

For example, engaged employees are more likely to agree with some of the following comments:

• In this organization, the leaders demonstrate integrity. 
• I find my job rewarding and challenging.
• My employer cares about my opinions and suggestions.

Interestingly, in this Psychology Today article titled "Why Do Employee Engagement Initiatives Fail?" author asserts that "many engagement interventions focus solely on addressing surface-level indicators of engagement." He argues that as a result of this "organizations may implement superficial solutions that fail to address systemic issues such as poor leadership, lack of career development opportunities, or workplace inequities."

As you can see, the experiences of highly engaged people have little to do with the types of social events the company plans or snacks available. True employee engagement has more to do with the quality of the leadership and the emotional and intellectual components of a work environment. 

Drivers of employee engagement

That said, if you think about what makes up a truly engaging work environment, you can break these factors down into several components that are shared across industries. These are considered key drivers of employee engagement.

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For example:

• Employee stress & Well-being
• Leadership & Management
• Career Advancement & Growth 

In our look ahead 2024, we will examine three of the most critical drivers of employee engagement and the related statistics. We’ll see how organizations are faring in each of these categories and what this means for HR professionals for the year ahead.

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20 Employee Engagement Statistics You Should Know For 2024

Employee Sentiment & Engagement

1. 85% of employees are not engaged at work. Gallup

After climbing and reaching a record high in 2022, according to Gallup’s seminal yearly State of The Workplace report, employee engagement has dropped significantly as the majority of employees are not engaged at work. 

2. 81% of hybrid employees report high engagement.  Quantum Workplace

Engagement rates vary based on work arrangement; hybrid employees have the highest level of engagement, while in-office employees have the lowest (72%), and fully remote employees are in between (78%).

3. Businesses that actively engage their employees see an 18% decrease in staff turnover. Gallup

It’s no surprise that actively working to improve employee engagement leads to better outcomes in employee engagement levels within an organization.

4. Office workers, salespeople, and construction workers have the lowest level of engagement among employees, with a mere 12% rate. Gallup

‍Employee engagement in manufacturing has always been challenging. Due to the inherently difficult working conditions of these environments, HR professionals in these settings have additional obstacles to overcome when it comes to employee engagement.

5. Only 16% of employees use technology to track their engagement levels. Gartner

Many tools and software technologies exist that can help companies and their HR teams track employee engagement more objectively via employee surveys and other measures. Despite the widespread availability of these tools, companies that use them to track engagement are the minority.

6. Half of employees surveyed feel negative about their organization, using words such as “toxic” or “tumultuous” to describe their workplace. Calm

Unfortunately, such a high number of employees feel negative about their work culture and environment. A toxic work culture has been known to be a core driver of employee turnover; identifying the root of this cultural dysfunction is critical to treating and addressing the core of the issue. 

Employee Stress & Wellness

7. 52% of employees reported they experienced a lot of stress the previous day. Gallup

According to Gallup’s yearly State of the Workplace report, employee stress, unfortunately, remains at an all-time high. In the U.S. and Canada, employee stress is even higher, with over half of employees reporting high stress levels at work

8. 85% of HR professionals indicate overworked staff is a pressing challenge. Dialogue

Canadian health tech company Dialogue’s yearly State of Workplace Health and Wellness in Canada report shows that the top challenge faced by HR professionals is the “overworked staff.” This comes after the number one concern of “employee mental health.”

9. 56% of workers said that their level of work-related stress has increased since last year. Owl Labs

Echoing the data found in Gallup’s and Dialogue’s report, OwlLab's yearly State of Hybrid Work Report shows that worker stress has significantly increased. The report also found that worker stress is more of an issue for employees in large companies than for employees in smaller companies.

10. 4 in 10 working Canadians (37%) report that their employers do not prioritize mental health. Dialogue

This is surprising considering that the same study found 86% of HR leaders affirming their companies value employee mental health — highlighting a significant gap between employer actions and employee perceptions.

11. The top mental health stressor in 2024 is the cost of living/inflation. Calm

In Calm app’s 2024 Voices of the Workplace report, they found the top mental health stressor to be increasing the cost of living, followed by financial instability and being overworked. Again, these findings reflect the data provided by Dialogue, showing 85% of HR professionals saying “overworked staff” is their most pressing challenge.

Management & Leadership

12. Only 23% of U.S. employees strongly agree that they trust the leadership of their organization. Gallup

According to Gallup’s yearly State of the Workplace report, employee trust in leadership has dwindled since the onset of the pandemic. 

13. 52% of employees state “a supportive manager” as a “very important” factor in their satisfaction at work. Owl Labs

OwlLab’s report analyzed different factors influencing employee satisfaction, and good management came ahead of other factors like benefits, growth opportunities, and the ability to work flexibly in days. 

14. 72% of Canadian workers strongly agreed that lacking resources and support from leadership is a top contributor to poor mental health. Dialogue

In Dialogue’s yearly report, they examined the factors that impact employees' mental health, top factors included financial situation, job satisfaction, and work-life balance.

15. Only 38% of employees say their manager fosters a low-stress work environment. Calm

Unfortunately, Calm’s yearly report also found that the majority of employees aren’t satisfied with how their managers promote a healthy work environment and manage stress. Only about half (49%) of employees claim that their manager genuinely cares about their well-being.

Career Advancement & Growth

16. According to 42% of employees, better career opportunities is one of the top reason for seeking a new job. OwlLabs

Seeking new and better work opportunities has often been anecdotally cited as a reason employees quit their jobs. OwlLab’s report confirms this trend is still holding strong. Other top factors for employees seeking new job opportunities include better compensation and work-life balance.

17. 63% of HR professionals agree that employee career development is a significant challenge for their business. Dialogue

Diglogue’s yearly report cites employee career development as one of the most significant challenges for HR professionals, along with factors like employee mental health and overworked employees.

18. 37% of organizations plan to invest more in training and development, making it the most common investment area. SHRM

According to SHRM’s State of the Workplace Report, a large portion of the companies surveyed plan to invest more in employee training and development in 2024.

19. 28% of employees stated that compensation was their reason for leaving a job. Pumble

Some new employee engagement statistics published by Pumble show that compensation seems to be the biggest issue for employee retention, along with a lack of career progression and more work flexibility. This result is consistent with the findings from OwlLab’s report as well.

20. 86% of employees say skill development and coaching are important to them, but only 54% are receiving it. BetterWorks

Unfortunately, BetterWork’s yearly State of Performance Enablement Report found a big disconnect between employees' wishes for greater career and skill development and the amount they actually receive from their managers and employers. 

This issue may be the result of inadequate career and development training for middle managers. The same report found that only about 1 in 3 middle managers said they have the clarity, support, and resources from executives to succeed at coaching employees effectively in skills and career development.

Final Thoughts

Exploring these recent employee engagement studies and statistics, we can see some obvious trends and patterns in the workplace in 2024. 

Some findings might surprise you, such as engagement levels being highest among hybrid employees and not those who are fully remote. However, other findings present a more dismal view of the workplace, such as persistent reports of employee’s being overworked, stressed, and suffering from financial worries and hardships.

From the institutionalization of remote work to the importance of mental health support, these insights highlight the evolving landscape of employee engagement. As organizations navigate these shifts, prioritizing strategies to foster connection, purpose, and well-being will be essential for driving success in the future of work.

In the past half-decade, one vital aspect of the workforce has changed: today, talents are seeking positions with employers who put their wellness at a high priority. According to the State of Work-Life Wellness report by Gympass, which surveyed 5,000 people globally, well-being has become a non-negotiable for professionals. One-third of workers said emotional, physical, and financial wellness are the most critical aspects of their happiness and success at work. These concerns were so universal that they remained consistent across generations, seniority levels, and gender identities.

A 2023 Merits report found that poor overall health costs employers $578 billion annually; thus, wellness is as much a company's concern as an employee's. The report indicates that workplace wellness programs positively affect stress management, health behaviors, and even cardiometabolic risk, boosting productivity and enhancing work satisfaction. Therefore, here are the specific aspects companies can zero in on to preserve retention and happiness rates:

Physical wellness

Physical health is a cornerstone of professional success. A Harvard Business Review study of 200 employees found that increased physical activity positively impacted next-day task performance, creativity, and focus. On the other hand, excess weight (a common concern for many employees), which may be due to inactivity, can result in fatigue, low stamina, and difficulty concentrating. Making time to get in shape can be challenging for professionals with busy schedules, highlighting the crucial role of employers in building avenues for healthy exercise routines. HR teams can look up "weight loss workshops near me" to help employees access like-minded members and coaches that fit employees' fast-paced lifestyles. With Peer Group Workshops that have a 97% satisfaction rating, employees can find support and accountability in their journeys; expert coaching and workshops can continue virtually to maintain momentum when work schedules get hectic. These workshops help unite people to work towards individual goals and support each other – soft skills vital in the workplace.

Emotional and mental wellness

Canadian employees already face mounting pressures outside of work that may affect their performance. However, employers have cause for concern as 16% of working Canadians say that work is a frequent or ongoing source of anxiety, depressive feelings, or other mental illnesses. In addition, 30% of employee disability claims are for mental health alone. Thus, wellness programs focusing on emotional and mental stability may help employees reconnect with themselves and their purpose, creating a capable and productive workforce. Previously, we discussed how workplace clubs could facilitate cross-departmental communication and camaraderie. Workshops can focus on teaching stress management techniques, awareness of mental health issues, healthy communication skills, and work-life balance. As we've discussed, such wellness programs have an ROI of $1.50 to $3 per dollar spent over two to nine years. Mentally balanced employees are likelier to stay engaged with their work, creating two-way benefits.

Financial wellness

Another often overlooked aspect of employee well-being is financial wellness. A survey by FP Canada revealed that 45% of employees feel overwhelmed by debt, while 43% are concerned about the future of their finances. According to a TFG report, financially stressed employees are 2.3 times more likely to seek a new job, costing employers up to $250 billion yearly. Employers can be more proactive in helping employees stay on top of their finances. Workshops can be beneficial to bolster financial wellness in budgeting, saving, investing, and managing debt. In addition, access to one-on-one financial counseling workshops could offer personalized support for employees in financial crises. Such workshops can help remove the stigma associated with debt and financial difficulty, empowering personnel with the skills to make informed financial decisions. A survey by John Hancock also found that financial wellness programs can reduce employee financial stress (82%) and make them more likely to stay with their employer (78%), leading to positive outcomes for their employees — and their bottom lines.

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Dedicating additional resources to employee wellness may feel cumbersome when employers would rather focus on productivity. However, wellness itself is the key to enhanced productivity and job satisfaction; ensuring it for every company member should be the utmost priority for every employer.

The manufacturing setting is not your usual work environment. Many of these facilities run 24/7; they never take a day off. Working conditions can be tough — factories are noisy, sweltering hot, and poorly lit. As such, this is not your typical luxuriant office space. Workers face daily challenges, such as long shifts, physically demanding work, and stressful working conditions.

As a result, HR teams face high turnover and burnout rates as well as low engagement rates. Some recent statistics show how difficult employee engagement can be in this sector.

• A workforce institute study found that 62% of manufacturing organizations reported an increase in turnover year over year. 
• A PWC study showed only half (48%) of manufacturing leaders say that most of their frontline workers feel engaged in their jobs.
• An employee engagement report by Workday shows the employee engagement rate in manufacturing is one of the lowest across industries at around 34%.

Improving employee engagement in manufacturing can be challenging. HR teams can also be small and busy with day-to-day tasks like employee relations, onboarding, and worker safety. In other words, daily duties can overshadow long-term goals, such as thinking of employee engagement in a big-picture way. 

But it doesn't have to be this way. The manufacturing industry can benefit from greater employee engagement and use various initiatives and activities to achieve this. And it's a myth that only companies in more "glamorous" and creative industries can benefit from these programs.

In this article, we'll first explore common myths in the manufacturing industry. These misconceptions tend to prevent leaders from reaping the benefits of employee engagement. Then, we will discuss proven employee engagement ideas you can apply today. These initiatives can be a great first step to helping your factory foster a more engaged workforce.

Misconceptions About Employee Engagement in Manufacturing

Those who have worked in traditional manufacturing know that factories are frozen in time. Many aspects of automation, processes, and technology have remained the same over the years. 

Similarly, the mentality and mindset around work and culture have remained unchanged. However, this stagnant environment is also a fertile ground for certain myths and misconceptions about work to thrive. Recognizing and dispelling these misconceptions can open up new avenues for leaders and their companies to adopt innovative methods and improve their culture and engagement.

To that end, it may be a good idea to question whether these ingrained beliefs are true in your workplace and to consider what initiatives you would pursue if they weren't standing in the way.

Myth 1: Employee engagement is only for creative and “fun” industries

Does employee engagement only "work" in fun industries like creative ones or tech? Absolutely not. This is one of the most pervasive misconceptions about engagement in a factory setting. Leaders in manufacturing falsely believe that since the work environment is so different from that of a typical office, these strategies and programs wouldn't work at all. But that is simply not true.

We agree that the factory work environment is starkly different. But the reality is that if your company employs humans, it will benefit from engagement initiatives. It's a matter of tailoring these initiatives and programs to fit your culture and team. And not just taking a one-size-fits-all approach. For instance, recognition programs, team-building activities, and open communication channels can be applied to the manufacturing setting.

Myth 2: Employee engagement is primarily about salary and benefits

One big myth about employee engagement is that it’s all about money. It’s not entirely wrong, as pay does play a major role in how engaged an employee is at work. But it’s certainly not the entire picture. This reality applies to manufacturing, too. 

Yet, many still believe that manufacturing workers are motivated only by compensation. In reality, other components of the work environment influence employee engagement. Factors such as feelings of respect and safety, recognition, career development, and a comfortable working environment play a crucial role in long-term employee happiness and satisfaction.  

‍Myth 3: Manufacturing workers are not interested in professional development

People assume production employees are only interested in their current tasks. They are not interested in growing their career or learning new skills. Not all workers desire rapid career advancement. This fact applies to all sectors, not just factory settings. Yet, people need to remember how important career growth can be to certain people in this sector.

In reality, many manufacturing employees value skill development and career advancement opportunities. To that end, providing training and development programs can significantly increase engagement and retention for these employees.

‍Myth 4: Flexible work arrangements don't apply to manufacturing

It's easy to assume shift workers can't have flexible work hours. Shift work, by its very nature, seems limiting and rigid. But this is a misconception. You would be surprised that leaders can introduce more flexibility into the workplace in several ways.

In other words, even within the limitations of industrial environments, flexibility can be offered in many forms, such as adjustable shifts, job rotations, and accommodating personal needs, leading to higher job satisfaction and engagement.

‍Myth 5: Manufacturing employees don’t care about company culture

Manufacturing work is tough. It's physical, task-focused, and repetitive. There is little time for socializing or even building a culture. By extension, people believe these employees are not concerned with company culture. They don't care for things like social events or activities.

But rememeber, company culture is more than events like birthday parties. Work culture can involve these things, but culture is also about how employees are treated, compensated, and looked after by each other and, most importantly, the company's leadership.

Considering this broader meaning of company culture, it's easy to see why it's just as important in factory environments. A positive, respectful, inclusive, safety-focused culture can deeply impact employee morale, engagement, and productivity.

‍Myth 6: Technology investments are not related to employee engagement

The industrial sector often finds itself frozen in time in terms of technology. Often, technology investments are seen purely as functional or efficiency-driven. In other words, it's not considered a factor that leads to greater employee engagement. 

The reality is that younger employees are entering the workforce. Updating your tools and technology can significantly engage employees by making their jobs easier, safer, and more enjoyable. For example, tools enabling communication and feedback can also enhance a sense of belonging and engagement.

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‍6 Employee Engagement Ideas & Activities for Factory Workers

1. Recognition and reward systems

Recognition is not just about money, although it can be. We are referring to setting up systems and programs that allow your organization to share recognition for employees' hard work in a regular, structured way. Recognition and appreciation are critical to employee engagement, even in the manufacturing setting. In fact, a Manufacturing Institute report showed that workers who felt valued were more than 4X as likely to report high levels of work engagement and less likely to say they feel stressed out on a typical workday. Another popular study of call center workers showed that a simple expression of thanks by someone in authority made people 50% more productive! 

Employee recognition initiatives could include employee of the month awards, spot bonuses for exceptional performance, and team achievement celebrations. Platforms like Qarrot can provide a virtual space to carry out these structured recognition programs. Making it easier for HR teams and managers to offer timely rewards and gifts for employee effort and contributions. ‍

2. Professional development and training

As we mentioned at the top of this article, it's a misconception that factory workers are uninterested in career growth or development. Creating programs that offer training, skill development workshops, and career advancement can increase employee engagement in the factory setting. These programs don't have to be complicated or expensive to implement. They can be as simple as setting up cross-training opportunities for people to learn different aspects of your operations.

When leadership makes an effort to create programs and initiatives that foster employee development, it signals the company cares about investing in the employee's future. And when people feel they are being taken care of and invested in the long-term, they are more likely to give back to the company with greater engagement and energy and more likely to be loyal to a business.

‍3. Paid lunches or snacks

No one loves food more than a hardworking front-line worker. Offering an occasional paid lunch, such as bringing in a food truck or catering meals, can be a simple yet effective employee engagement idea in the factory setting. This is particularly true for locations in food deserts far removed from food establishments. 

In remote industrial areas, workers don't have to worry about finding food or bringing their lunch every day. It also encourages socialization in a more relaxed setting, fostering a sense of rapport among employees. For workers, it's not just about the free meal; it's a sign that their leaders value their well-being and appreciate their hard work. Taking a well-deserved break for lunch can lead to greater productivity, enhanced team spirit, and a more positive workplace culture. All of these are crucial for maintaining high levels of productivity and reducing long-term turnover.

4. Communication and feedback channels

Those working on the front line take the brunt of the hard work in factories. They are the ones directly exposed to the toughest conditions and most prone to accidents. Ensuring these workers are treated with fairness and respect is paramount to fostering employee engagement. Showing respect for these workers begins by listening to their opinions and voices.

Gathering feedback and opening lines of communication can be done ad hoc, as simple as leadership making time to walk down to the floor and speak directly with employees. It can also be done in more formal or structured methods, like regular town hall meetings, suggestion boxes, and surveys with follow-up actions. Whether you gather feedback informally, formally, or both, this engagement strategy is critical for fostering a culture of transparency and inclusivity and making employees feel heard and valued.

5. Ergonomic and comfortable work environments

Manufacturing workers face some of the most back-breaking working conditions. For example, most facilities will always be loud, and you cannot do much to change that. But that doesn’t mean improvements can’t be made in other areas. For instance, upgrading equipment, improving lighting, and providing rest areas with features that employees can use during downtime. All this can help create a more pleasant, comfortable, and visually appealing workplace.

Enhancing this area shows that a company respects the hard work of these workers and cares for their physical comfort and health. As a result, investing in these changes can help increase feelings of trust, engagement, and happiness in your workforce. 

‍6. Performance-based incentives

Compensation isn't the entire picture of employee engagement, but it is critical. As such, introducing performance-based incentives can be a helpful employee engagement strategy.

Some examples include monetary incentives such as team bonuses, safety incentives, profit-sharing schemes, or bonus programs for meeting production targets. Employees are more likely to take initiative, work efficiently, and focus on quality when they know their efforts will be directly rewarded. When applied transparently, performance-based incentives can create a positive work environment where employees feel valued and motivated to contribute to the company's success.

Final Thoughts

Being an HR professional in a factory setting is a different ball game. You’re managing office staff, floor workers, and the often delicate relationship between the two. The day-to-day tasks and fires to put out seem endless. As a result, it’s hard to think about long-term projects related to employee engagement and happiness. Not to mention, fighting for a slice of the budget and building a business case for these programs is another daunting obstacle.

Nonetheless, many leaders in the factor setting still operate on misconceptions, such as the idea that engagement initiatives and recognition programs can only work in young or creative industries. But this is simply not true.

If your business employs people, those people want to be respected, appreciated, and recognized. These are a universal human need, and long-term engagement initiatives are critical to achieving this goal. Ultimately, investing in employee engagement holistically can be the key to building a strong factory culture where workers are happier, more productive, and loyal to your business long-term.

With more employees working both in-office and remotely, it's clear that the future of work is hybrid. In a recent study conducted by Benefits Canada, more than half (54%) of Canadian employers reported that they have begun using a hybrid work model. While this setup has many natural advantages for employees, it also presents a unique opportunity for companies to upgrade their employee benefits, both to attract and retain top talent.

This is important to consider since many traditional employee benefits are not hybrid-friendly, and cannot be fully utilized by employees. By upgrading these benefits, companies can create a win-win situation where employees are happier and more productive, while the employer benefits from increased loyalty and retention. Below are some ideas on hybrid-friendly benefits that your employees are sure to appreciate.

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Desk equipment

Whether companies provide a budget for equipment or provide the actual equipment themselves, allocating resources for employees to be able to build better desk set-ups at home is crucial. Studies have shown that ergonomic desk equipment can improve employee health by reducing strain on their bodies, making them less likely to experience back pain, neck pain, and other posture-related issues. Feeling comfortable in workstations can also reduce fatigue, discomfort, and stress, leading to fewer breaks and higher productivity levels. In addition, better desk equipment like updated laptops or computer models, high-quality microphones, and noise-cancelling headphones can improve communication among both employees and employers.

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Vision insurance

With continuous screen time brought about by the hybrid work setup, employees need to take care of their eyes more than ever. Eye strain and other vision problems can negatively affect productivity and even cause increased absenteeism. This is why vision insurance is a crucial aspect of hybrid work benefits, and why it is in the employer’s best interest to not only offer but also teach their employees how to use vision insurance. Employees can easily cash in these insurance packages for comprehensive eye exams, prescription lenses, and other vision-related expenses, or they can claim back the costs through direct or manual billings. This is easily accessible as some of these insurance processes can be done online through eyewear websites.

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Wellness budgets

While specific wellness programs on their own can be a good employee benefit, these programs assume a one-size-fits-all approach. A company-chosen program may or may not be a good fit for an employee in a hybrid setup, which is why it would be good to amend this type of benefit by converting it into a wellness budget. This allows for flexibility and customization in wellness offerings. Like many other benefits, this can be done through reimbursement for eligible services such as gyms, spas, and various other wellness offerings. This approach can greatly reduce costs associated with traditional in-person wellness programs, and can even accommodate virtual wellness programs for employees who wish to avail of the benefits from the comfort of their own homes.

Flexible schedules

By allowing employees to set their own schedules, especially during remote working days, companies can help reduce their stress and promote work-life balance. Working during hours that suit personal needs and preferences can greatly increase productivity as employees are able to work during the time of the day when they are most awake and alert. Flexible schedules will also enable employees to accommodate other commitments, from prioritizing their mental health to spending time with their families, and many other personal endeavours. All things considered, flexible schedules are a low-cost benefit that can bring about high employee satisfaction. In addition, this benefit will help employers attract and retain top talent, especially those with caregiving responsibilities.


These are only a few benefit ideas that can help your employees and strengthen your company’s relationship with them. For more ideas and other related information on employee engagement and company culture, make sure to check our website!

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Badges can be a creative and effective way to enhance employee recognition programs, making them more fun, engaging, and visually appealing. Badges serve as symbolic representations of achievements, behaviors, or skills that employees have demonstrated. Here's how badges can be used to make employee recognition more enjoyable and engaging:

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• Visual Appeal and Gamification: Badges add an element of gamification to recognition programs. Employees can earn badges for completing tasks, achieving milestones, or embodying company values. The visual nature of badges creates a sense of accomplishment and excitement, similar to earning achievements in video games.

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• Core Values: Badges can be used to represent the core values of your organization. In fact, recognizing employees who demonstrate core values is a great way of strengthening organizational culture while putting them at the forefront of the employee experience.

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• Varied Recognition Levels: Different types of badges can be designed to represent various levels of achievement. For instance, a company could have bronze, silver, and gold badges to recognize different tiers of performance. This tiered system encourages employees to strive for higher levels of recognition.

• Collectible and Customizable: Like collecting virtual rewards in games, employees can collect and display badges as part of their professional profiles. This customization allows employees to showcase their unique accomplishments and contributions, boosting their sense of pride.

• Competition and Collaboration: Badges can foster healthy competition among employees, driving them to achieve more and earn recognition. Additionally, badges can be used to encourage collaboration by awarding badges for teamwork, mentoring, or knowledge-sharing.

• Instant Gratification: Badges offer immediate gratification, as employees receive recognition in real-time when they achieve specific goals. This instant feedback reinforces positive behaviors and motivates employees to continue excelling.

• Peer-to-Peer Recognition: Employees can nominate each other for badges, promoting a culture of peer-to-peer recognition. This democratic approach increases engagement and helps build stronger relationships within teams.

• Event-Based Badges: Special badges can be created for events, holidays, or themed months. For example, a "Customer Service Superstar" badge could be awarded during Customer Service Week. This adds an element of surprise and excitement to recognition efforts.

• Skill Development: Badges can be tied to skill development and training achievements. As employees complete training modules or acquire new certifications, they earn badges that demonstrate their professional growth.

• Storytelling and Branding: Each badge can have a story or description attached to it, explaining why it was awarded and what it represents. This helps reinforce company values and culture while creating a narrative around each recognition.

• Social Recognition: Badges can be shared on internal social platforms or company-wide communication channels. This encourages employees to celebrate their achievements and showcase their badges, contributing to a positive, collaborative atmosphere.

• Long-Term Engagement: Badges contribute to the longevity of recognition efforts by providing a tangible and visual record of an employee's journey within the organization. Over time, the collection of badges serves as a proud testament to an employee's contributions.

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When using badges for employee recognition, it's important to ensure that the criteria for earning badges are clear and aligned with the company's values and goals. Regularly updating badge offerings and keeping the recognition program fresh can help sustain interest and engagement among employees.

Learn how to create custom badges within your recognition program with Qarrot.

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Career growth and upskilling are some of the most significant factors behind employee retention. The HR Reporter reveals that nine out of ten Canadian employees feel stagnant in their roles, leading to hesitations on whether they should stay at their current workplace or find another job. It isn’t for lack of trying, though, as almost half of the current workforce has expressed the desire to develop their professional skills. The problem is that many employees don’t know where to begin. As such, it’s up to an organization’s leaders to provide opportunities so employees can learn these new skills. This way, they’ll have a chance to grow professionally and become lifelong learners who are also more engaged in their work. Below, you’ll find some tips on how to accomplish this as a business leader.

Include learning as a performance goal

Employees must have work targets in order to succeed. It guides them on what is expected of them, essentially serving as motivation in the form of objectives to hit. Considering that workers would be focused on this, it would be highly beneficial to include a learning aspect in performance goals. In fact, a survey revealed that 88% of Canadian employees believe that goal setting impacts their job performance. Examples of accomplishments that fall under this category are a license or a certification from platforms like Coursera or Google, proving that they studied and learned how to do a specific skill. By incorporating these into their goals, employees would have something concrete to work towards, and it would also serve as a measure of their growth.

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Provide access to learning resource platforms

Effective leaders invest in the development of their employees, most often in the form of seminars or digital tools, as outlined in our post "How To Stay Ahead of the Curve". Apart from the more common group programs, self-directed learning opportunities have also been proven successful as long as employees have the proper resources. One such platform that provides world-class learning materials is Studocu. Available online, it offers over 20 million educational resources from an active study community across the world. Signing up opens up a selection of higher-education course materials on a variety of topics at different skill levels. This allows employees to easily tailor the study materials to their needs. Employees can also benefit from a platform like Scribd, which hosts millions of eBooks, journals, and audiobooks. Giving your employees access to these avenues equips them with the tools that can help them learn at their own pace and personal style.

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Create social learning opportunities

Although leaders play a huge part in the growth of employees, over 55% of Canadian workers report that they also learn a lot from their peers, as per a recent Canadec survey. This is the social learning theory in practice. Introduced by Canadian-born psychologist Albert Bandura, this theory states that people learn behaviors from interacting with and observing others. It’s highly useful in a workplace setting as employees will typically have a diverse pool of peers to learn from. With this, employees can be more competent and well-rounded as they gain insights by watching others work. Thus, it’s the role of a leader to provide avenues in which employees can engage with one another. On top of encouraging in-person breakout sessions, providing communication platforms such as GSuite and Slack can streamline communication efforts and give employees a tool to learn from their colleagues.

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Recognize employee achievements

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A report from Benefits Canada found that 57% of employees feel that meaningful professional recognition can increase the likelihood of them staying in a role. Similarly, feeling valued by bosses can increase engagement, which is critical for better productivity. That being said, in terms of encouraging lifelong learning, it can be worthwhile to acknowledge when an employee has finished a course or a training program. A service like Qarrot can help you reward employees who contribute to your company in various ways. For instance, you can track and appropriately incentivize an employee who finishes an upskilling course. With an employee recognition program, your employees can be further motivated to continue performing and learning for their roles.

As a leader, it’s important to prioritize the growth of your employees to get the best out of their performance. Follow the tips above to help them engage in lifelong learning. For more ways to strengthen workplace engagement, try Qarrot today. 

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Core values are the guiding principles that define the identity, culture, and purpose of a company. They serve as a compass, directing employees' behaviors, decision-making processes, and interactions with stakeholders. Creating well-defined core values is crucial for aligning the organization, attracting like-minded talent, and fostering a positive work environment.

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In this article, we will explore a step-by-step approach to help you create meaningful core values that resonate with your company's vision and mission.

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Step 1: Define Your Company's Vision and Mission:

Before diving into core values, it's essential to have a clear understanding of your company's vision and mission. The vision represents the long-term aspirations and goals, while the mission outlines the purpose and how the company aims to achieve its vision. These elements provide a solid foundation for developing core values that support and reflect your company's overarching objectives.

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Step 2: Identify Your Company's Beliefs and Principles:

Gather key stakeholders, such as founders, executives, and employees, to engage in a collaborative discussion about the beliefs and principles that define your organization. Ask thought-provoking questions like:

• What values do we hold dear as a company?

• What behaviors and characteristics do we want to encourage and embody?

• What principles guide our decision-making processes?

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Encourage open and honest conversations to ensure diverse perspectives are considered. Aim for consensus and focus on selecting values that are authentic and relevant to your company's culture.

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Related article - Inclusive Communication in the Workplace: Why it Matters and How to Achieve It

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Step 3: Keep It Concise and Memorable:

While it's tempting to create an extensive list of core values, it's important to keep them concise and memorable. Three to five core values are generally sufficient to ensure clarity and ease of understanding for employees and stakeholders. Avoid generic or clichéd statements and strive for specificity and uniqueness that truly differentiate your company.

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Step 4: Make Them Actionable:

Effective core values go beyond mere statements on a website or office walls. They should inspire and guide employees' actions on a daily basis. To make your core values actionable:

• Define observable behaviors associated with each value.

• Provide examples of how these behaviors manifest in various aspects of the organization.

• Integrate core values into performance evaluations, hiring processes, and employee recognition programs.

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Step 5: Communicate and Reinforce:

Communicating core values consistently and regularly is crucial for their successful implementation. Use multiple channels, such as company meetings, newsletters, intranets, and training sessions, to reinforce the importance of core values and share stories that exemplify them in action. Leadership must lead by example, embodying the core values and integrating them into their own decision-making and communication.

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Step 6: Integrate Core Values into Processes:

To truly embed core values into your company culture, integrate them into various aspects of your organization. Incorporate them into recruitment and onboarding processes, performance evaluations, employee recognition programs, and internal communications. Reinforce the values through storytelling, sharing success stories that exemplify the values in action.

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Related article - How to balance workplace culture and employee productivity

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Step 7: Embrace Consistency and Accountability:

Consistency is key to fostering a strong culture based on core values. Leaders and managers must consistently model the values in their behavior and decision-making. Encourage open discussions about the core values and provide regular opportunities for feedback and reflection. Hold employees accountable for upholding the values and address any behaviors that are not aligned with them.

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Conclusion:

Creating core values for your company is a deliberate and collaborative process that sets the foundation for your organization's culture. By aligning core values with your vision, involving employees, and ensuring that the values are actionable and integrated into various processes, you can create a shared sense of purpose and guide your company towards success. Embrace the power of core values as a driving force that shapes behaviors, decision-making, and the overall identity of your organization.

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Reinforce your company culture with a value-based peer recognition program - book a demo with Qarrot!

Inclusive communication is a language style that actively acknowledges individuals for who they are and demonstrates respect for people from various backgrounds. It ensures everyone's perspectives are respected and that each employee has access to equal opportunities.

Inclusive communication employs neutral, non-discriminatory, and unbiased language and communication techniques to develop a friendly, polite, and egalitarian environment where people feel appreciated and heard, regardless of their differences.

What is Inclusive Communication in the Workplace

Inclusive communication creates a work environment that feels supportive and genuine. This type of communication helps employees feel at home at their place of work. Companies that prioritize a culture of inclusive communication have a greater chance of success, often surpassing their competition in crucial areas like hiring, employee engagement, employee satisfaction, and business growth. 

Communicating inclusively goes hand in hand with diversity, equity, and inclusion efforts. The more leadership commits to DEI initiatives, the stronger the culture of inclusive communication will become. 

At the root, inclusive communication is about promoting an atmosphere of respect at work and fostering open communication where employee differences are honored and respected. Workshops on topics like unconscious bias and the harmful impact of prejudice and stereotyping can cut off hurtful communication habits at the source.

Other components that create an intentional culture of inclusion include routinely evaluating and eliminating barriers to inclusivity and actively working to promote a more diverse and inclusive workplace. Businesses prioritizing inclusivity position themselves for long-term success and have happier, more engaged employees.

A variety of inclusive communication modes exist in the workplace, including:

• Non-verbal: Body language, facial expressions, and tone of voice all significantly impact fostering an inclusive work environment.

• Verbal: Potentially the most prevalent method of communication at work.

• Written: All written communication, including emails, memos, and company reports.

The 4 “Isms” that harm inclusive communication

Communication cannot be inclusive if the work culture allows prejudiced language or hate speech. Here are four common “isms” that actively prevent inclusivity:

• Sexism: Sexist language that degrades or stereotypes an employee based on their gender.

• Ageism: Terminology that singles someone out due to their age.

• Racism: Racially charged language that is insulting or stereotyping.

• Ableism: Stereotypes or insults someone due to their differing abilities.

Why is Inclusive Communication Important

Organizations can build an inclusive, respectful, and equitable workplace culture for all employees by promoting inclusive communication awareness and education. 

Creating a culture of inclusive communication shows the company’s effort to utilize language that contributes to a more equitable world while condemning the misrepresentation and institutional discrimination that plague our workplaces to this day.

Inclusive communication breeds a culture of acceptance and opportunity for all. This triggers a domino effect that can improve productivity, employee engagement, and even customer satisfaction.

Multiple factors make inclusive communication in the workplace necessary:

• Respect: All people should be treated with respect, regardless of gender, color, ethnicity, sexual orientation, or ability, as demonstrated by inclusive communication. It produces a friendly and encouraging work environment.

• Diversity: Inclusive language shows a company values diversity within the workforce.

• Legal obligation: Companies are required to provide a work environment free from harassment and discrimination. Inclusive communication is a crucial part of cultivating an equitable company culture. 

• Communication: Everyone can better comprehend one another and collaborate more successfully when speech is free from bias.

• Reputation: Businesses that prioritize inclusive language are more reputable in the eyes of potential employees, investors, and customers.

• Employee engagement: When employees feel valued, metrics like engagement, morale, and productivity improve. 

How to communicate with inclusivity in 2024

Here are some actionable ways to make workplace communication more inclusive this year:

Replace stereotypical and culturally insensitive language with inclusive alternatives

Many expressions commonly used in the workplace are exclusive in nature. Encourage employees to consider what language they use that, while not overtly offensive, does not reflect everyone in the office. People often use slurs without even realizing it. 

Even the most seemingly innocuous words can be rooted in discriminatory language. For example, the word “dumb” is commonly used to reflect someone who isn’t intelligent but is actually defined as someone who cannot communicate verbally. And while commonly used to say someone behaves erratically, the term “spastic” actually references the muscle tightness and contractions resulting from cerebral palsy and/or multiple sclerosis.

Commonly used idioms like “blind leading the blind” and “falling on deaf ears” are also exclusive in nature. 

Understand employee identities

People's identities are primarily shaped by their race and ethnicity, meaning misidentification can be damaging and invalidating. 

Make an effort to understand and learn whatever race, ethnicity, or national origin employees identify to avoid making assumptions and lumping everyone into one racial group, such as Asian or African. Encourage employees to communicate openly about the language they do not perceive as inclusive.

Communicate openly about language preferences

Ableist language can indirectly define a person by their disability status and propagate harmful stereotypes.

This is incredibly dangerous, considering the discrepancy between employment rates for people with and without disabilities. In 2022, the U.S. Bureau of Labor Statistics reported that 21.3% of people with a disability were employed. That is less than a third of the employment percentage for those without a disability (65.4%). 

Companies can actively combat ableist language by communicating openly about what language employees with disabilities prefer. Some people prefer person-first language like “person with a disability”, while others prefer identify-first language like “disabled person”. Genuine inclusivity means recognizing that not every person perceives language the same way and prioritizes respecting each and every employee’s definition of what is and isn’t inclusive of their identities. 

How to Drive Inclusive Communication Rewards & Recognition Software

Building a culture of inclusivity in the workplace is no small feat, but injecting inclusive language into rewards and recognition programs is a good place to start. You can make your organization a hub for inclusive collaboration by standardizing the process of rewarding and recognizing employees. 

Qarrot empowers employees to nominate each other, all while providing managers with advanced insights that weed out any potential biases. Interested in learning more?  Book a demo to see Qarrot in action!

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Gallup estimates that low engagement costs the global economy US$7.8 trillion and accounts for 11% of GDP globally. Gallup’s analysis of 112, 312 business units in 96 countries found a strong link between engagement and performance outcomes, such as retention, productivity, safety and profitability.

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In its Global State of the Workplace: 2022 Report, Gallup makes a compelling case for employee engagement. In fact, the research firm goes so far as to describe employee wellbeing as the new “workplace imperative”. 

Whereas many organizations today measure ESG -  their commitment to improve environmental, social, and governance metrics - the report asks if these same organizations know whether their employees feel respected or cared about. It’s a compelling question and one that is very much on the minds of human capital professionals as they struggle with the effects of poor employee engagement.

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And while the global level of employee engagement was trending more highly until 2019, the pandemic brought about a significant increase in negative emotions felt by workers everywhere. In its report, Gallup reports how workers respond to questions about emotions like stress, worry, and anger to name a few. For example, 44% of workers reported feeling stress “a lot of the day” at work yesterday. Not only are the levels of negative emotions higher since the pandemic compared to previous years, but Gallup found these figures are 46% to 83% higher than for engaged employees

Globally, only 21% of workers are engaged at work. While marginally higher than in 2020, this level should cause employers who aren’t already focused on this issue to seriously reconsider their priorities. Poor engagement costs companies lost revenues, reduces worker productivity, increases involuntary staff turnover, worsens safety, and lowers customer satisfaction.. In fact, Gallup estimates that the aggregate cost to the US economy is $7.8 trillion dollars per year - the equivalent of 11% of GDP.

That is a shocking figure.

Put in simpler terms, the report states that business units with engaged workers have a 23% higher profitability than those with miserable ones. 

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Given the causal relationship of employee engagement on commercial outcomes, Gallup goes on to recommend that executive dashboards include wellbeing metrics in addition to the ESG, financial, commercial, and operational ones already in place. They also propose that wellbeing be part of organizations’ brand promise.

This recommendation isn’t entirely new, however. The business of measuring and tracking employee engagement is now well-established with tools like pulse surveys that aim to regularly gauge workforce sentiment. More sophisticated survey tools go so far as to enable their client organizations to ask specific questions and allow for anonymous comments so that staff can provide feedback about their work environment and manager without the fear of reprisal.

And while wellbeing metrics may not yet feature as prominently as commercial and operational ones in company dashboards, there is a growing body of evidence that leaders are paying attention. The sheer growth of employee engagement practices, tools, and solution vendors is proof of this.

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But what should organizations do once they uncover poor engagement amongst their ranks?

The Gallup report isn’t prescriptive. But from the larger body of research done by the firm, it does mention the strong correlation between the caliber of their people leaders and the engagement levels of their employees.

Likewise, it outlines the most common causes for burnout, which not surprisingly also have much to do with people leaders. For example, themes such as “unfair treatment at work”, an “unmanageable workload”, “unclear communication from managers”, and a ‘lack of manager support” are amongst the top reasons cited by employees who experience burnout.

In that regard, the report does emphasize the importance of people leaders and managers as being at the core of a thriving workplace. And it proposes that successful managers are skilled at being coaches, listeners, and collaborators, amongst their other trademark roles and responsibilities.

This is a compelling vision for the next generation of people leaders and managers, who will find themselves responsible for an increasingly hybrid workforce. One which will be more geographically diverse in many cases as well.

In this regard, we believe it important to consider the tools that people leaders and managers will require to be better in the areas that Gallup identifies - whether or not staff are working in the same office location, at a coworking space in another city, or their living room halfway across the world.

And while team messaging, collaboration, and video conferencing tools have become commonplace in most organizations, they often lack some of the components that leaders and managers need to foster a strong organizational culture and the feeling - as an employee - of being appreciated. 

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This is where recognition programs can be of help.

Recognition programs provide the ability for managers and, often regular employees, to easily express their appreciation for a job well done. Programs of this kind also often emphasize the organization’s core values and put them at the center of the recognition process.

The mere act of recognizing a direct report or a coworker can have a significant impact on their sense of feeling appreciated and respected within their work environment. Moreover, programs can target other critical and highly desired behaviors, such as collaboration, knowledge-sharing, and teamwork. 

And like many of the tools that are now commonly used by geographically distributed teams, recognition programs like Qarrot are available as web and mobile applications so that workers can send and receive kudos regardless of their location or proximity to their coworkers.

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Learn more about how Qarrot can help your organization improve employee engagement.

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