In 2023, the percentage of employees who declared themselves "committed" to their employer stood at 34%, 2 points higher than in 2022. However, we shouldn't be too quick to rejoice: this slight increase comes after a period of free-fall, when the same rate of engagement stood at 40% in July 2020...
What factors influence employee engagement?
According to the 15,000 respondents, the slight rise in the engagement rate can be attributed to three main factors.
- Knowing exactly what the employer expects of the employee
- Having the right tools, resources and equipment to get the job done
- Having the opportunity to do what they do best on a daily basis.
However, these three elements are less valued by remote and hybrid employees.
To the question "Do my company's mission and values make me feel important at work?", the responses show a clear divide between remote and in-office employees. Among remote employees, only 28% agreed with this statement, compared with 35% among employees in hybrid mode or in the full-time office. This can be explained when we look at the intrinsic elements of the organization that are important to employees, including:
- clear expectations,
- career development opportunities,
- consideration for their opinions
- the connection between day-to-day work and the company's overall mission.
The study tends to show that remote employees are less sensitive to the values and mission of the organization as a whole.
In short, remote and hybrid employees are better equipped to do their jobs, but are less loyal than they once were. They are becoming more and more "internal contractors", hired for their expertise, delivering the work expected, and looking less to get more in return from the organization.
Unsurprisingly, this has obvious impacts on the customer experience, employee retention rates, the quality of the work performed and the organization's overall productivity.
An avenue for employee engagement
Even if it's not intentional, an employer who has little contact with remote employees is not only creating a physical separation, but also a psychological gap.
The "erosion" of corporate culture and values is not inevitable; the tide can turn in either party's favor. Physical distance can become an issue for a company that doesn't keep in touch with its employees.
Gallup mentions that the key for the employer (or an employee's immediate supervisor) would be to offer a 15-30 minute meeting every week to have a "real" conversation, an informal exchange during which the employer gets closer to the employee and can respond to his or her needs, questions and stay in touch with his or her career aspirations. There aren't a whole host of ways of achieving this: you have to take the time to communicate "for real".
We've been talking about it for the past few years: telecommuting is here to stay and will be present in the majority of organizations around the globe. Nevertheless, employees' needs and aspirations have not changed. They still want to be listened to, to be understood, and to take on challenges that match their aspirations. To achieve this, the employer has a responsibility to overcome the challenge of distance and encourage (as far as possible) a personalized exchange on a regular basis. This is the best way to foster a link between what the employee has to offer and what the company can enable him or her to accomplish. Out of sight, out of mind? Not so much! It all starts with a solid human connection, whether in person or at a distance.
To find out more :
Remote Team Management: Developing Synergy and Cohesion
