Factors that influence employee engagement are varied and very diverse. While there are some that depend on the prevailing culture within the organisation, there are also common threads for all individuals, and also individual factors that can significantly influence a person's relationship with colleagues and their organisation. Take a look through our list of factors influencing engagement and see which ones you can apply to your own organisation or your own team members.
Quality of relationships with...
COLLEAGUES and peers
the LINE MANAGER
people OUTSIDE THE ORGANISATION (e.g. suppliers, press)
The relationship with the line manager
How much AUTONOMY does the line manager provide?
Does the line manager TRUST the employee?
Does the line managers MICROMANAGE the employee?
Can the employee MANAGE THEIR OWN WORKLOAD?
Does the line manage provide OPPORTUNITIES FOR LEARNING?
Feedback is DESIRED BUT NEVER GIVEN
Feedback is CRITICAL AND NON-CONSTRUCTIVE
Lack of opportunities for PROMOTION OR ADVANCEMENT
Stagnation in LEARNING OPPORTUNITIES both informal and formal
The extent to which people in the organisation display CITIZENSHIP BEHAVIOURS
Whether DIVERSITY AND DIFFERENCE create distance or create closeness
Do people work towards PERSONAL GOALS ONLY OR TEAM GOALS?
The perception of the QUALITY of the products the organisation produces
Does the employee understand the VISION of the organisation?
The extent to which the COMPANY VISION TRANSLATES TO WHAT THE EMPLOYEE DOES
The perception of how much their individual CONTRIBUTION is making a difference
To what extent is the organisation ADAPTING TO SOCIETAL CHANGES?
The degree to which staff TRUST SENIOR LEADERS
The organisation is mature and adept when it comes to SHARING INFORMATION, INCLUDING FINANCIAL INFORMATION
The job sold at interview DOES NOT GEL WITH REALITY
The CULTURE is found to be INCOMPATIBLE WITH THE INDIVIDUAL'S BELIEFS OR NEEDS
Reward and recognition
The perception of FAIRNESS with regard salary and benefits
Feeling IGNORED OR TAKEN FOR GRANTED
The degree to which people have WORK-LIFE BALANCE
How much the person feels SUPPORTED in their personal needs e.g. family care
AMOUNT OF WORK does not match of time available
CHRONIC STRESS due to workload or other factors not managed by the organisation
Does the employee TAKE RESPONSIBILITY FOR WORKPLACE PROBLEMS OR BLAME OTHERS?
The degree of RESILIENCE the employee can call upon
To what extent does the employee have a GROWTH MINDSET?
Does the employee TAKE RESPONSIBILITY FOR THEIR OWN LEARNING?
Jamie Lawrence is editor of global online HR publication and community HRZone.com. He is committed to driving forward the HR agenda and making sure that HR directors have the knowledge and insight necessary to make HR felt across the whole organisation. He regularly speaks to audiences of 250+ and has interviewed key HR industry names,...