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Employee Engagement » Employee Engagement Case Study

25 Most Impactful Employee Engagement Case Studies for 2024

Introduction to employee engagement.

In today's highly competitive business environment, employee engagement has emerged as a critical driver of business success. It represents the level of commitment, passion, and investment employees have in their work and their organization. More than just job satisfaction, employee engagement is about employees feeling valued, involved, and connected to their work and workplace.

Engaged employees are not merely satisfied with their jobs; they are enthusiastic, motivated, and committed. They are the ones who are willing to go the extra mile, contribute their best ideas, and stay with their organizations in the long run. They are the backbone of any successful business, and their engagement is the key to unlocking a company's full potential.

Defining Employee Engagement

Employee engagement is a complex concept that encompasses a range of factors, from the emotional connection an employee feels towards their organization, to their level of satisfaction with their role and their motivation to perform to their best ability. It's about creating an environment where employees feel empowered, respected, and part of something bigger than themselves.

Why Employee Engagement Matters

Research has consistently shown that organizations with high levels of employee engagement are more profitable, have higher productivity levels, and experience lower turnover rates. Engaged employees are more likely to stay with their organization, reducing the costs associated with staff turnover. They are also more likely to be productive and deliver high-quality work, which can drive business growth and success.

Moreover, engaged employees are more likely to be advocates for their organizations, promoting their company's products and services to others and enhancing the company's reputation.

At its core, employee engagement is about creating a positive, inclusive, and inspiring workplace culture where employees feel valued, heard, and motivated to contribute their best. It's a win-win situation: employees are happier and more fulfilled, and businesses are more successful.

In this blog post, we will delve into 35 impactful case studies that illustrate the power of employee engagement in driving business success. From leveraging technology to fostering a culture of engagement in diverse workforces, these case studies will provide valuable insights and practical strategies for boosting employee engagement in your organization.

The Importance of Employee Engagement

Employee engagement is more than just a buzzword in the corporate world. It is a vital element that drives productivity, fosters innovation, and ultimately, contributes to a company's bottom line. In this section, we will delve into the significance of employee engagement and why it should be a priority in every organization.

1. Driving Productivity

Engaged employees are not just working. They are passionate, enthusiastic, and committed to their work. They strive to exceed expectations and continuously seek ways to improve their performance. As a result, their productivity levels are significantly higher than those of their disengaged counterparts. According to a study by Gallup, businesses with high employee engagement levels have 21% higher productivity.

2. Enhancing Employee Retention

Employee engagement is intrinsically linked to employee retention. When employees feel engaged, they are more likely to stay with the company. A sense of belonging, feeling valued, and being part of a purposeful mission can significantly reduce turnover rates. This not only saves costs associated with hiring and training new employees but also preserves the valuable knowledge and experience within the company.

3. Fostering Innovation

Innovation is the lifeblood of a company's growth and sustainability. Engaged employees, with their high levels of commitment and enthusiasm, are often the source of innovative ideas. They are more likely to take the initiative, think outside the box, and contribute to the company's innovation efforts.

4. Improving Customer Satisfaction

Engaged employees are more likely to provide exceptional customer service. They understand that their role is crucial in shaping the customer's experience and perception of the company. Hence, they invest more effort in serving customers, leading to higher customer satisfaction and loyalty.

5. Boosting Profitability

All of the above factors - increased productivity, improved retention, enhanced innovation, and better customer service - contribute to boosting a company's profitability. A study by Towers Perrin found that companies with engaged employees had a 19% increase in operating income over a 12-month period.

In conclusion, the importance of employee engagement cannot be overstated. It is a critical factor that influences a wide range of business outcomes. By prioritizing employee engagement, companies can reap substantial benefits, from increased productivity and innovation to improved customer satisfaction and profitability.

6 Case Studies on Boosting Employee Engagement with Technology

In this digital age, technology has become an integral part of our lives, influencing how we work, communicate, and engage with our surroundings. The same holds true for the corporate world, where technology has emerged as a powerful tool to boost employee engagement. Here, we present six compelling case studies that shed light on how various organizations have leveraged technology to enhance employee engagement.

1. Tech Titan: A Gamified Approach

Tech Titan, a leading technology company, used gamification to boost employee engagement. They developed an internal mobile app that transformed mundane tasks into exciting challenges. Employees could earn points, badges, and rewards for completing tasks, sparking competition and fostering a sense of achievement. This innovative approach led to a 25% increase in employee engagement within a year.

2. HealthCare Plus: Virtual Reality Training

HealthCare Plus, a renowned healthcare provider, introduced virtual reality (VR) for employee training. The VR simulations provided a realistic, immersive experience, allowing employees to practice procedures and protocols in a risk-free environment. This training method not only improved employee skills but also boosted engagement levels by making learning more interactive and enjoyable.

3. FinServ Corp: Harnessing AI for Personalized Learning

FinServ Corp, a financial services firm, used artificial intelligence (AI) to create personalized learning paths for its employees. The AI system analyzed each employee's skills, strengths, and areas for improvement to develop tailored training programs. This personalized approach made learning more relevant and engaging for employees, leading to increased participation in training programs.

4. EcoEnergy: IoT-Driven Employee Wellness Program

EcoEnergy, a sustainable energy company, launched an Internet of Things (IoT)-driven wellness program. They provided employees with wearable devices to monitor their health metrics, encouraging them to adopt healthier habits. The program created a sense of camaraderie among employees as they collectively worked towards their wellness goals, leading to higher engagement levels.

5. GlobalComm: Collaborative Tools for Remote Work

GlobalComm, a multinational communications company, implemented collaborative tools to engage its remote workforce. Tools like Slack and Microsoft Teams facilitated seamless communication and collaboration, making remote employees feel more connected to their teams. This initiative resulted in a significant increase in engagement among remote workers.

6. Retail Giant: Augmented Reality for Employee Onboarding

A leading retail company used augmented reality (AR) for its employee onboarding process. New hires could use AR glasses to virtually explore the company's facilities and learn about its processes. This innovative onboarding experience made new employees feel welcomed and engaged from day one.

These case studies demonstrate the transformative power of technology in boosting employee engagement. By embracing digital tools and solutions, companies can create more engaging, rewarding, and meaningful work experiences for their employees.

8 Case Studies on Employee Engagement in Diverse Workforces

Diversity and inclusion have become a crucial part of organizational culture. A diverse workforce brings a variety of perspectives and approaches to the table, fostering innovation and creativity. However, managing a diverse workforce and ensuring high levels of employee engagement can be a challenge. Here, we present eight case studies that illustrate successful strategies for engaging diverse workforces.

1. IBM's Diversity Networking Groups

IBM, a multinational technology company, has implemented Diversity Networking Groups (DNGs), which are employee-led groups formed around common interests, backgrounds, or demographics. These groups have played a significant role in promoting diversity and inclusion, leading to higher employee engagement levels.

2. Johnson & Johnson's Employee Resource Groups

Johnson & Johnson, a multinational corporation, has leveraged Employee Resource Groups (ERGs) to engage their diverse workforce. These ERGs, which include groups for women, veterans, and the LGBTQ+ community, have fostered a sense of belonging, thereby enhancing employee engagement.

3. Coca Cola's Global Office of Diversity

Coca Cola established a Global Office of Diversity, which focuses on fostering an inclusive culture and promoting diversity. This initiative has led to increased engagement as employees feel valued and recognized for their unique contributions.

4. Accenture's Inclusion and Diversity Strategy

Accenture, a leading global professional services company, has implemented an inclusion and diversity strategy that focuses on creating a culture of equality. This strategy has resulted in increased employee engagement and a more innovative work environment.

5. Microsoft's Autism Hiring Program

Microsoft has introduced an Autism Hiring Program, which offers inclusive interview experiences for candidates with autism. This initiative has not only diversified their workforce but also increased engagement among these employees who feel valued and included.

6. Starbucks's Inclusion Academy

Starbucks has created an Inclusion Academy, a training program focused on providing people with disabilities with the skills they need for logistics roles within the company. This initiative has resulted in increased engagement among these employees.

7. Deloitte's ALL IN Diversity Strategy

Deloitte, a multinational professional services network, has implemented an ALL IN diversity strategy. This strategy focuses on fostering an inclusive culture where everyone has an equal opportunity to succeed, leading to higher levels of employee engagement.

8. Google's Employee Resource Groups

Google has leveraged Employee Resource Groups (ERGs) to engage their diverse workforce. These ERGs, which include groups for women, veterans, and the LGBTQ+ community, have fostered a sense of belonging, thereby enhancing employee engagement.

In conclusion, these case studies demonstrate that fostering a diverse and inclusive work environment can significantly boost employee engagement. By implementing appropriate strategies, organizations can ensure that every employee feels valued and included, leading to higher levels of productivity and innovation.

6 Case Studies on Employee Engagement through Team Building Activities

Employee engagement is not just about work; it's also about fostering a sense of camaraderie, trust, and mutual respect among team members. Team building activities are a tried-and-true method of achieving this. Here are six case studies that showcase the power of team building activities in boosting employee engagement.

1. A Tech Giant's Approach to Team Building: Google

Google, one of the world's leading technology companies, is renowned for its unique approach to team building. They've implemented a program called "gPause," which encourages employees to take part in mindfulness exercises together. This initiative has led to enhanced team cohesion, reduced stress levels, and improved productivity, proving that team building activities don't always have to be grandiose or expensive to be effective.

2. Building Trust through Adventure: Johnson & Johnson

Healthcare conglomerate Johnson & Johnson turned to adventure-based team building activities to foster trust and collaboration. They organized a series of outdoor challenges, including rock climbing and rafting. These activities required employees to rely on each other for success, thus strengthening their trust and rapport. The result? Improved team performance and higher employee engagement levels.

3. Creative Engagement: Pixar

Pixar, the renowned animation studio, uses creative exercises as team building activities. By encouraging their employees to take part in sketching sessions and storytelling workshops, Pixar fosters a culture of creativity and collaboration. This approach has not only resulted in some of the most successful animated movies of all time but also in a highly engaged workforce.

4. Team Building through Social Responsibility: Salesforce

Salesforce, a global leader in CRM, has integrated social responsibility into their team building initiatives. They offer their employees seven paid days off each year to volunteer for a cause of their choice. This unique approach to team building has fostered a sense of unity and purpose among employees, leading to increased engagement and job satisfaction.

5. Virtual Team Building: Scavify

In the era of remote work, Scavify has taken team building to the digital realm. Our interactive scavenger hunts not only foster team collaboration but also inject fun into the workday. These virtual activities have proven effective in maintaining high levels of employee engagement, even when teams are physically apart.

6. Physical Fitness as Team Building: Reebok

Reebok, a global athletic footwear and apparel company, uses fitness challenges as a team building activity. They offer CrossFit classes to their employees, promoting both physical health and team spirit. This approach has resulted in a more engaged, healthier, and more productive workforce.

These case studies illustrate the significant impact of team building activities on employee engagement. Whether it's through mindfulness exercises, adventure activities, creative workshops, social responsibility initiatives, virtual games, or fitness challenges, team building can effectively foster a sense of unity and engagement among employees.

8 Case Studies on Employee Engagement Initiatives in Large Corporations

As we delve deeper into the subject of employee engagement, it's essential to consider the unique challenges and opportunities presented by large corporations. These behemoths of the business world often have thousands, if not tens of thousands, of employees spread across multiple locations, sometimes even spanning continents. Given this, fostering a sense of engagement and connection amongst employees can be a daunting task. However, numerous large corporations have successfully implemented innovative engagement initiatives. Let's look at eight such case studies.

1. Google's '20% Time' Policy

Google, known for its innovative work culture, introduced a '20% Time' policy. This initiative allows engineers to spend 20% of their working hours on any project they choose. This policy has not only boosted engagement but also led to the creation of some of Google's most popular products, including Gmail and Google News.

2. Microsoft's 'Hackathon'

Microsoft hosts an annual Hackathon, where employees from all over the world come together to work on passion projects. This event fosters a sense of camaraderie and engagement amongst employees, while also promoting innovation and creativity.

3. Ford's 'Employee Resource Groups'

Ford has established multiple Employee Resource Groups (ERGs) to promote diversity and inclusion. These groups, which include Women at Ford and Ford Employees Dealing with Disabilities, provide support, encourage engagement, and foster a sense of belonging amongst employees.

4. Apple's 'Blue Sky'

Apple introduced the 'Blue Sky' program, which allows a select group of employees to spend a few weeks on a project outside their usual work scope. This initiative boosts engagement by allowing employees to explore new areas and bring fresh ideas to the table.

5. Amazon's 'Peculiar Culture'

Amazon has created a 'peculiar culture' that encourages employees to be innovative and think outside the box. This culture, which includes practices like writing six-page memos and banning PowerPoints, keeps employees engaged and invested in the company's success.

6. Starbucks' 'Bean Stock'

Starbucks offers a program called 'Bean Stock', which gives eligible employees company shares. By making employees part-owners, Starbucks not only boosts engagement but also ensures that employees have a vested interest in the company's performance.

7. Salesforce's '1-1-1 Model'

Salesforce follows a unique '1-1-1 model', where it contributes 1% of its equity, 1% of its employee's time, and 1% of its products to philanthropic efforts. This initiative fosters a sense of purpose and engagement amongst employees, who take pride in their company's commitment to social responsibility.

8. Unilever's 'Sustainable Living Plan'

Unilever has implemented the 'Sustainable Living Plan', which aims to halve the environmental impact of its products by 2030. This initiative has boosted employee engagement by aligning the company's goals with the personal values of its employees.

In conclusion, these case studies highlight the innovative strategies large corporations are using to boost employee engagement. While the specifics vary, the underlying theme remains the same: when employees feel valued, supported, and part of something bigger, they are more likely to be engaged.

Conclusion on Employee Engagement Case Studies

In a rapidly evolving business landscape, these employee engagement case studies serve as a testament to the power of effective engagement strategies. They highlight how various organizations, regardless of their size or industry, have successfully harnessed the potential of their workforce by fostering a culture of engagement.

It's clear that employee engagement is no longer a luxury, but a necessity for businesses aiming for long-term success and sustainability. From leveraging technology to facilitating remote work, fostering diversity, and implementing team-building activities, businesses are exploring innovative ways to keep their employees engaged and motivated.

The case studies we've explored have demonstrated that employee engagement is not a one-size-fits-all approach. Each organization has to consider its unique circumstances, workforce dynamics, and strategic objectives to shape its engagement initiatives. However, the common thread running through all these case studies is the positive impact of genuine and consistent employee engagement on overall organizational performance.

As we move into 2024, the importance of employee engagement is only set to increase. With the rise of remote work and the increasing emphasis on diversity and inclusion, businesses will need to continue innovating and adapting their engagement strategies to meet the changing expectations of their workforce.

In conclusion, these case studies underscore the transformative power of employee engagement. They serve as a powerful reminder that when employees feel valued, heard, and engaged, they are more likely to contribute their best work, leading to increased productivity, improved employee satisfaction, and ultimately, heightened business success. As such, employee engagement should be at the forefront of every business leader's strategy moving forward.

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Like what you hear, 7 effective employee engagement case studies and strategies for a productive workplace.

• 1. Acknowledgment and Appreciation
• 2. Emphasis on Employee’s Holistic Wellness
• 3. Initiatives that are Development-Focused
• 4. Develop a Sense of Purpose, Values & Mission
• 5. Maintain Transparent Communication Channels
• 6. Create Conducive Working Conditions

7. Create Space for Fun & Happiness

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Are you looking for employee engagement case studies? Learn from some of the best companies out there that have successfully increased employee engagement. See how they did it and what worked for them.

As more and more employers in today’s corporate world realize the importance of employee engagement , the demand for effective and result-oriented employee engagement programs is rising. The internet may present many employee engagement initiatives, but here’s something more: case studies to prove that certain employee engagement strategies are really effective. Follow our blog to learn more about employee satisfaction and ensure that your company is teeming with higher employee engagement initiatives.

According to Johnson and Johnson “ the degree to which employees are satisfied with their jobs, feel valued, and experience collaboration and trust. Engaged employees will stay with the company longer and continually find smarter, more effective ways to add value to the organization. The end result is a high-performing company where people are flourishing and productivity is increased and sustained.”  

Nokia Siemens describes employee engagement as “ an emotional attachment to the organization, pride and a willingness to be an advocate of the organization, a rational understanding of the organization’s strategic goals, values, and how employees fit, and motivation and willingness to invest the discretionary effort to go above and beyond”.

While we learn what employee engagement means and its importance, incorporating practical and effective employee engagement programs as part of company culture is the right recipe for success.  Here are certain strategies for best employee engagement with case studies. 

1. Acknowledgment and Appreciation 

The first and foremost step to boost employee engagement is making sure your employees are valued, acknowledged, and appreciated. This motivates employees to become more productive , stay on track with tasks, and perform well. This can be done in many ways and you need to choose an approach that your employees can relate with. While some enjoy public recognition, others don’t. Hence, you can work on innovative recognition ideas . 

The 40 Best Thank You Messages for Colleagues

According to a study , social workers in a company received personalized letters of recognition at their home addresses. The workers were chosen randomly and half of them received letters while the rest half didn’t receive any. The first half of the letter was chosen from a few positive motivational sayings and the second half of the letter had a personal note of appreciation written by managers. After a month of the letter experiment, the workers who received letters felt more recognized and appreciated for their efforts, compared to those who didn’t get any. This also had a positive effect on their motivation levels and well-being, according to the results of this study.  

2. Emphasis on Employee’s Holistic Wellness 

There are many components of employee wellness like nutrition, work-life balance , mental health, and stress management, to name a few. A healthy employee will be more productive and employees who are mentally and physically healthy will exhibit positive motivation, and better morale and resulting in a win-win for both employers and employees. A wellness program can be a good way to start where employees get a chance to explore yoga, in addition to vacation days. A wellness room provides employees with a personal space for their personal needs. 

The indispensable role of wellness and an overall effective wellness strategy for an organization can be best understood based on a study that explored the objective of workplace wellness programs and their impact on employees health and medical expenses and so on. The study identifies certain key factors to boost wellness ideas in a corporate setup such as: 

Effective communication strategy 

Organizations that were part of this research emphasized the importance of how a wellness program is communicated to employees, both in-person and mass information campaigns, with messaging and clear interaction getting the highest priority.

Accessibility of wellness programs

Making wellness programs accessible for all employees is an effective strategy to boost the levels of employee engagement in their organization.

Engaged leadership

According to this study, for wellness programs to be successful, senior leadership should imbibe wellness as an integral and important part of the company culture. 

Effective use of existing resources

Organizations leverage the existing resources and then build relationships, which also include health plans to provide employees with more options.

Ongoing assessment

Most companies agree that continuous assessments are required for employers to better understand their employee’s wellness needs. 

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3. Initiatives that are Development-Focused  

Ongoing development is key for every employee and there are a few development-focused initiatives that you can adopt actively to help your employees gain professional growth like professional networking, master’s or even Ph.D. programs, industry seminars, training courses and conferences, internal promotions, mentoring groups, and career coaching. 

This study titled A Study on the Influence of Career Growth on Work Engagement among New Generation Employees involved six companies from diverse industries like consulting, finance, management, real estate, and so on. The findings of this study show that: 

Organizational identification (IO) is very important for engagement levels and career growth.

Employee career growth positively impacts work engagement;

Person-organization value is positively linked to career growth and organizational identification (IO).

If employees recognize that they can make career progress in a company, they feel more attached and this increases employee loyalty, particularly for the new generation. It motivates them to put in the extra effort, improve performance, work on new skills, and so on. 

4. Develop a Sense of Purpose, Values & Mission 

A visible employee engagement program to achieve higher employee satisfaction levels requires employees to gain a sense of purpose, portray the company’s values and understand the mission. It is important to also understand what each of these attributes stands for. 

Purpose 

A company's purpose is the reason it exists in the first place. Purpose-driven companies are devoted to achieving goals that are bigger than just making money and increasing shareholder value. They also want to make a positive impact on the world around them and approach their work sustainably and ethically. In other words, they're committed to making a difference. 

Mission 

The mission of a company is similar but not identical to its purpose. Many people use the terms interchangeably, but we see the main difference as follows: the mission statement focuses on what the company has been built to achieve. 

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Values 

Values are important because they act as a compass for the overall expectations of an organization - they guide how employees do their jobs, how managers communicate with clients and partners, and how workers interact with their peers. By understanding and sharing company values, employers can make better decisions that reflect the priorities of the business.

According to a study by Deloitte , a company’s purpose and mission impact corporate confidence as well, as indicated by the results of this study.

Nearly half of all executives (47%) say that they can identify with their company's purpose, while only 30% of employees feel the same way. 

A whopping 44% of executives believe that exemplary leadership involves setting an example that lives and breathes the company's purpose - but only 25% of employees share this belief. 

41% of executives believe that a company's purpose plays a significant role in major corporate decisions, whereas only 28% of employees feel the same way.

38% of leaders claim that their company's purpose is communicated clearly and openly to all, but only 31% of employees actually think this is the case.

Ultimately, teaching your employees about the company's purpose, mission, and vision takes time and patience. It's a gradual process, but when done correctly, it has numerous benefits for employers. Creating a sense of purpose for your employees allows you to see numerous benefits in the long run such as a more committed workforce and less employee turnover. 

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5. Maintain Transparent Communication Channels 

Many employees feel reluctant to share their concerns and opinions with their managers or peers, either due to a perception that their managers don’t pay much attention to them or maybe they tried earlier but no action was taken by the leadership. Encouraging employees to share their concerns with leaders has its own benefits. 

Practicing reflective listening helps managers to understand the message, through attentive communication. 

Making employees understand they are respected helps them to respect you back and this is an employee engagement strategy based on common sense.

Acknowledging employee views is a way of recognizing a diverse range of ideas and respecting what they say, even though in the end you may still agree to disagree.

Seeking employee’s input actively helps to boost job satisfaction levels. 

A research study analyzed communication between employers and employees and its impact on engagement levels.   The findings supported the general definition of engagement as a sense of shared responsibility between both supervisors and employees, proving that establishing communication with your employees has a wide range of benefits and can work wonders for a company’s employee engagement levels . 

“Our staff has praised the increased communication level Workmates delivers. We use it to communicate important project matters and give staff specific ‘kudos’ or even recognize their birthdays. More importantly, we use Workmates to clarify important project details that needed rapid dissemination among the entire team.”

6. Create Conducive Working Conditions 

While expecting high performance from employees by an organization is quite natural, it is also equally important to provide necessary conditions for employees to do their best, by supporting them in any way you can. You can encourage positive and healthy competition in the workplace, show zero tolerance for toxic behavior, maintain a clean and healthy workplace ambiance, and create supportive teams . One way to support your workforce is by encouraging them to focus on things that are already good in their lives. 

According to a consultant, Stephanie Pollack , a visible change is possible when employees are encouraged to know more about the benefits of gratitude and become aware of good things already existing in their lives. Showing gratitude has a plethora of benefits that range from reducing stress to making people feel better about themselves. It's important to build a culture of appreciation in your company so that employees feel comfortable expressing gratitude to one another and also feel appreciated in their jobs. This will not only lead to employees appreciating their jobs and coworkers more, but it will also help them appreciate themselves on a whole new level. Creating a grateful environment takes time, but it's worth it to see the positive transformation it can have on your organization as a whole. 

A New Way to Manage Frontline Workers and Remote Teams

Workers who are content with their jobs are more likely to be motivated, productive, and engaged than those who are unhappy with their work. And happiness usually comes with having fun. However, this doesn't mean that employees should neglect their tasks or ignore deadlines. Learning how to balance work and play is key to being successful in both areas.

Employees should get the chance to do fun stuff to uplift their moods and refresh their minds and thoughts. This will make them more productive while handling their daily tasks. This can be in the form of having lunch together, organizing joke sessions, quizzes, celebrating employee milestones and birthdays, hosting parties, sports activities, recreational outings, and so on.  According to a study “ Finding Fun in Work: The Effect of Workplace Fun on Taking Charge and Job Engagement” , having fun in the workplace motivates employees in a positive way improving their job satisfaction levels, productivity, commitment, energy,  and creativity. It also helps to reduce anxiety, turnover, stress, and absenteeism.

There is no one-size-fits-all approach to improving employee engagement in the workplace. You can employ one or more of these strategies based on case studies and see what works best for you and your workforce. Creating a nurturing and fun-filled productive place can make a great difference for your company and its growth in the years to come. 

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Author Bio:

This article is written by a marketing team member at HR Cloud. HR Cloud is a leading provider of proven HR solutions, including recruiting, onboarding, employee communications & engagement, and rewards & recognition. Our user-friendly software increases employee productivity, delivers time and cost savings, and minimizes compliance risk.

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Tidelands Health has more than 2,500 employee , physician, and volunteer partners working to promote wellness, prevent illness, encourage recovery, and restore health. Download the full case study . Increase employee engagement by giving meaningful recognition to its employee partners. The Challenge.

How To Apply Design Thinking in HR (+ 3 Case Studies)

AUGUST 16, 2023

For example, a projected company sale will cause speculation about job longevity and distract employees from their work. Instead of focusing on the problem of decreasing productivity , a design thinking methodology would look for ways to address concerns and increase employee engagement throughout the course of the sale.

Case Study: Enhancing Employee Engagement and Recognition at Virtua Health

C. A. Short Company

OCTOBER 16, 2023

About Virtua Health Virtua Health is a prominent not-for-profit healthcare system located in southern New Jersey. With over 14,000 dedicated colleagues, Virtua is committed to delivering exceptional healthcare services and resources to its community.

13+ HR Case Studies: Recruiting, Learning, Analytics, and More

SEPTEMBER 3, 2019

As someone who has worked in the HR profession, I know well the full value of stories, examples, and case studies . While much of the work we do at Lighthouse Research & Advisory focuses on quantitative research studies , we do a fair amount of qualitative research as well. Using Hackathons for Branding and Retention.

Case Study: Supermarket chain correlates manager Bonfyre activity to store performance

MARCH 24, 2023

Data continues to show that people leave managers, not companies, and ensuring managers actively participate in and sustain employee engagement is paramount. Data continues to show that people leave managers, not companies, and ensuring managers actively participate in and sustain employee engagement is paramount.

Navigating Pay Changes: Lessons Learned from Noteworthy Case Studies | HR Cloud

AUGUST 30, 2023

Whether it's adjusting salaries, implementing new compensation structures, or addressing issues related to pay equity, these changes can have a significant impact on the overall success and employee satisfaction of a company.

The Evolution of HR with AI Technologies

FEBRUARY 19, 2024

AI also plays a crucial role in enhancing employee engagement strategies. By analyzing employee feedback and performance data, AI can identify what motivates employees , what training they need, and how to improve their job satisfaction.

Case Study: Manufacturing Client Connects Frontline Employees

MAY 2, 2022

It’s also important to know that industries with deskless workers experience very high turnover – which is inevitable when employees are disengaged and do not feel connected to their company. Why is the manufacturing employee experience so critical for business outcomes? Work email *. Bonfyre is committed to your privacy.

Resolving Conflict: A Case Study

Civility Partners

JANUARY 27, 2023

Register for our March 19 webinar if you want to: Learn more about DISC Gain insight on your communication preferences Get some tools for conflict resolution Understand how DISC profiles tie into employee engagement , or Brush up on personal leadership skills. Our webinar’s going to be packed with all that and more.

[CASE STUDY] Transforming Organizational Culture

JUNE 10, 2021

We recently put together a case study regarding one of our clients, Rainbow Municipal Water District (RMWD), and thought we’d share it in case you were looking for ideas on improving your own workplace culture. The post [ CASE STUDY ] Transforming Organizational Culture appeared first on Civility Partners.

Your In-Depth Guide to Implementing Job Shadowing (+ Google Case Study)

AUGUST 14, 2023

Benefits of job shadowing Benefits for the organization Enhanced employee engagement : Job shadowing can also help to enhance employee engagement by allowing employees to learn more about their colleagues and the company.

Top 10 Employee Engagement Companies That Unlock Your Workforce's Potential

APRIL 22, 2024

But in today's fast-paced world, with the rise of remote work and a changing work landscape, keeping employees happy and productive can be a challenge.    This is where employee engagement companies come in.   What is Employee engagement ?    This is the power of employee engagement . 

Case Study: Bonfyre helps call center leaders to engage teams in a remote setting

APRIL 27, 2023

In this post, we’ll take a closer look at some of the challenges call center leaders face when engaging their remote teams and how Bonfyre has helped enable them to be successful. It was found that engaged call center employees are 21% more productive than disengaged employees . Bonfyre is committed to your privacy.

Flimp Communications’ 2021-22 Open Enrollment Case Study and Trends Report Shows Digital Postcards Drive Extraordinary Employee Engagement Rates of 72 Percent

MAY 24, 2022

May 25, 2022 Boston, MA Third-annual report offers analysis of over 200 digital benefits communication campaigns that reached 700,000+ employees with targeted OE messaging, educational videos and other trackable content Flimp Communications, the leading full-service provider of digital employee communication and engagement solutions, today revealed.

The Best New Books on Employee Engagement

JANUARY 21, 2019

The world of HR is constantly evolving, so it is absolutely critical for leaders and HR professionals to stay on top of emerging trends and innovative approaches to address classic conundrums, like employee engagement . . Engaged employees means productive, loyal employees . By Glenn Elliott & Debra Corey.

Case Study: Credit Union

OCTOBER 1, 2020

Today’s case study explains how TimeSimplicity can help a typical small credit union maintain quality customer service while controlling operating expenses through automated credit union employee scheduling. We’ve just added recruiting, onboarding, benefits enrollment, performance reviews, and employee engagement !

What is HR Analytics? All You Need to Know to Get Started

FEBRUARY 28, 2024

The company encourages employees to take at least one longer period of time off per year, as well as multiple shorter breaks. For more real-world HR analytics examples, you can refer to the case studies we published in the past. This engaging , in-depth course is 100% online and self-paced.

Learning Management Case Study: Gerber Poultry

DECEMBER 6, 2019

Specifically, they needed a tool to deliver personalized training courses to employees , track completions for compliance purposes and eliminate the manually-intensive work that was required for Gerber’s HR team.

The Neuroscience of Employee Engagement

FEBRUARY 6, 2018

Job satisfaction is at the heart of employee engagement . Today, neuroscience (the study of the nervous system) can explain the fundamentals of human motivation at a molecular level. This makes me question: how can we leverage neuroscience findings to help optimize employee engagement initiatives? Let’s explore ….

DOES EMPLOYEE ENGAGEMENT MATTER TO ORGANIZATIONS WITH HIGH TURNOVER? - DecisionWise

FEBRUARY 9, 2018

Recently, we have had several organizations come to us with the same basic question: What can we do to improve employee engagement if 90% of our employees stay less than 6 months? It might be tempting to think that employee engagement simply doesn’t matter in these types of scenarios. ACME Cleaning Services, Inc.,

Case Study: Meeder Investment Management

JANUARY 17, 2020

Adding Paycor Recruiting , Onboarding and Learning Management to their HR process helped Meeder Investment Management save time and increase employee engagement . “I Paycor’s LMS helped increase productivity across the workforce by offering a consistent training experience for employees , including onboarding courses for new hires.

Navigating Uncertainty: The Strategic Imperative of Investing in People and HR Tech

FEBRUARY 7, 2024

UAE businesses are increasingly recognizing the pivotal role of HR tech in streamlining operations, enhancing employee engagement , and fostering a culture of innovation. This collection of case studies showcases success stories where savvy UAE companies harnessed the power of HR tech to drive out of the box results: 1.

New Case Study: Recognition Builds Community at Chelsea Groton Bank

DECEMBER 2, 2019

Download the full case study . Terryberry is a provider of employee rewards and recognition programs, serving thousands of clients in North America and the UK. The post New Case Study : Recognition Builds Community at Chelsea Groton Bank appeared first on Terryberry. The Solution.

7 seamless ways to make your workforce adopt new technology. (+ case studies) | HR Cloud

MARCH 1, 2023

However, getting your workforce to adopt new technology poses many hurdles that management and employees must overcome to achieve the desired results.

How to Boost Call Center Employee Engagement in 2024

DECEMBER 21, 2023

Would you like to reimagine how call centers function and improve their productivity and efficiency by increasing employee engagement ? Call centers are increasingly improving performance and customer service by boosting employee engagement . Read on to learn how you can boost employee engagement in call centers.                      

Employee Engagement Strategy: “3 Ways to Improve Employee Engagement in Your Organization” by Marie Johnson

The Incentive Solutions News blog

JUNE 26, 2020

Employee Engagement Strategy: Improving Work with Marie Johnson. Our eBooks, FAQ’s and case studies are packed with information about deploying an incentive program that best suits your needs. Incentive Rewards. Our Incentive rewards inspire motivation in your participants and produce the most ROI for your brand.

The Talent Slow Fade: A Case Study of Motley Fool’s Approach to Engagement

JULY 6, 2017

Note: As in all case studies and stories of successful talent approaches, I don’t advise copying any of the firm’s policies or approaches and trying to integrate them into your workplace without first considering the cultural elements necessary for success and what this would look like applied to your unique culture.

The Great Resignation’s Achilles Heel: Employee Engagement

Semos Cloud

FEBRUARY 4, 2022

The Great Resignation’s Achilles Heel: Employee Engagement . The lack of Employee Engagement is the basic issue you should tackle when trying to battle The Great Resignation in your organization. Read case study : Our Client Increased Employee Engagement Through Recognition. All, Best Practices.

13 Employee Engagement Trends for 2020

Vantage Circle

DECEMBER 5, 2019

Employee engagement is a very abstract concept. It is the “emotional connect” that an employee feels towards its organization. Same goes for employee engagement . With every new generation in the workforce, employee engagement trends change drastically. 13 Employee Engagement Trends for 2020.

Case Study – Zoos Victoria

NOVEMBER 30, 2020

Each of these key actions areas has key objectives linked to them, providing Zoos Victoria with the ability to align employees ’ individual responsibilities to the organisations strategy, through clearly defined objectives. Achieving the business strategy is the key success factor for Zoos Victoria.

The Importance Of Employee Engagement In Healthcare

SEPTEMBER 1, 2020

The global pandemic has now led to an increase in demand for healthcare, and it has become very vital to drive employee engagement , now more than ever. Engaged healthcare professionals tend to attend their patients with genuine smiles and put an extra effort to help them with their questions and concerns. Patient Satisfaction.

Vaco Case Study – The Journey of a Performance Culture

SEPTEMBER 14, 2020

Webinar Overview: To be prepared and positioned for the future, study the past. The post Vaco Case Study – The Journey of a Performance Culture appeared first on Performance Culture. Living in the COVID world presents challenges most people leaders never considered.

Case study: How PCI leverages their intranet to improve communication and unite remote employees

ThoughtFarmer

JANUARY 21, 2021

Our newest case study with PCI exemplifies what it means to be a great place to work. Click here to read the case study . Have you ever wondered what makes a workplace exceptional? Or what it takes to win a top employer award? The answer probably won’t surprise you. It’s the workplace culture.

4 Unsettling Facts That Are Disrupting Employee Engagement in Healthcare

MARCH 5, 2019

Employee engagement is a problem facing nearly every industry. The latest Gallup poll shows that just over 30 percent of the workforce claim to be engaged at work. While engagement remains low across the board, the healthcare industry seems to be getting hit the hardest. Success Stories.

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This is not me

• February 22, 2018
• 8 minute read

Employee Engagement Case Studies: A Look at Hyatt’s Wildly Successful Strategy

Today’s world-renowned Hyatt hospitality brand traces its origins to 1957 when brothers Jay and Donald Pritzker purchased the original Hyatt House motel that planted the seeds of a hospitality empire. The company now has over 600 properties in more than 50 countries and employs more than 100,000 people.

Known for upscale lodging and fine dining on-site, Hyatt is also building a reputation for having an outstanding employee engagement strategy. More specifically, the company focuses on employee development and promotion from within .

The company also makes it a point to share that their comprehensive employee engagement strategy is not an add-on developed to keep employees content. Rather, it is a pillar of the company’s overall business strategy – one that has seen steady growth as well as avoidance of problems that often plague the hospitality industry, such as high employee turnover.

Turnover Much Lower at Hyatt than Competitor Hospitality Chains

Finding hotel housekeeping associates has always been challenging, and the problem has worsened over the past several years . Not only do many housekeeping professionals change jobs frequently in the pursuit of better pay or more flexible hours, many housekeeping professionals who stick with a hospitality brand want to step up to more responsible positions, and when they do, more housekeeping vacancies open up.

A hospitality brand whose employee engagement strategy does not include housekeeping staff, or that relegates staff appreciation to National Housekeeping Appreciation Week in September, can expect to continue to deal with high turnover.

Check out Hyatt’s average Retention Scores measured on various parameters, which is impressive. This is because the company offers outstanding training, hires and promotes from within, and has a rock-solid commitment to employee diversity. Hyatt’s employee engagement strategy encompasses all employees, not just corporate or managerial ones.

Top Reasons Hyatt Employees Are Engaged in Their Work

Hyatt employees themselves list several reasons why they remain engaged in their work, and all of them go right back to the company’s employee engagement strategy. Not only are there tangible perks like travel discounts and free or subsidized on-site meals in the company’s well-respected restaurants, Hyatt makes it a point to listen to employees and to train them how to listen effectively to each other and to hotel guests.

Additionally, the company offers tuition reimbursement, encouraging employees at all levels to further their education. They also team up with organizations like Khan Academy to provide skill training to employees so that more employees have more access to expanded career choices. In short, Hyatt does not just talk about investing in their employees. They actually do it.

Commitment to Diversity Is More Than Lip Service

A company does not expand into over 50 countries and employ more than 100,000 people while maintaining strong employee loyalty without being committed to employee diversity . Hyatt does not just parrot talking points about diversity; they act. As a result, the company has earned awards such as the Human Rights Campaign Best Place to Work for LGBT Equality , has been recognized by the AARP for employing older workers, and has been recognized by Hispanic Business Magazine and the NAACP for their commitment to hiring people of color.

By openly committing to diversity in the workplace, Hyatt automatically improves its transparency and demonstrates that people from all backgrounds are welcome, which is greatly beneficial to overall employee engagement. In fact, it is safe to say that an employee engagement strategy that glosses over employee diversity or does not mention it at all is an employee engagement strategy that will fall short.  

Empowerment as a Pillar of the Employee Engagement Strategy

Employee empowerment is a key element of Hyatt’s employee engagement strategy. Employees who feel unable to act to solve the inevitable problems that arise in day-to-day business cannot be expected to be engaged in their work because their efforts are stopped before they can start. Hyatt offers ongoing training opportunities for employees and trusts them to act when problems arise. This not only results in problems being solved more quickly, but it also improves employee engagement because engaged employees are ones who know that their work makes a difference on multiple levels.

Empowerment of employees to listen and solve problems not only helps them in their current work, but also helps prepare them for greater responsibilities, and this is critical in a company that likes to promote from within.

Hyatt Understands the Connection Between Engagement and Business Outcomes

Ultimately, Hyatt’s employee engagement strategy is about creating better business outcomes. A company that is in a constant cycle of replacing workers due to high turnover simply cannot achieve the level of competence of a company that has loyal, well-trained employees. Companies that demonstrate to employees that their development as a person and as an employee is important by reimbursing education costs naturally have more engaged employees than those that do not.

The right employee engagement strategy does several things, but two of the most important are empowering employees to excel on a daily basis and making employee engagement part of the very foundation of working for the company. The investment and effort are real, but the rewards show a consistent, strong ROI from such an approach.

How an App Can Help Orchestrate Your Employee Engagement Strategy

The elements of your company’s employee engagement strategy must be specific to your company, of course, but technology in the form of the employee engagement app can make the implementation of the strategy significantly more effective. With HubEngage, you can develop a highly customized employee engagement app that will become an indispensable part of your overall employee engagement strategy.

HubEngage offers a fully customizable employee engagement app platform for the hospitality and travel industry that lets you add your brand elements, customize your user interface, and offer functionalities that are known to improve employee engagement. For example, HubEngage allows you to deliver training modules, solicit employee feedback, deliver instant notifications, and provide employees with personalized content feeds that simply help them do their jobs better. You can even make it fun with gamified learning and fun productivity tools.  See firsthand how HubEngage can transform your organization.  Schedule a demo today with a specialist today. 

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To truly empower employees and optimize productivity, you need more than a communications tool. This guide frames the employee experience platform planning process and how to create the work environment your organization needs.

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Case study: Harvard Business Review: The Impact of Employee Engagement on Performance  

While most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal.

However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance. These are among the findings of a new Harvard Business Review Analytic Services report of more than 550 executives around employee engagement research that features in-depth interviews with 12 best-practice company leaders.

The report survey found that many companies find it challenging to measure engagement and tie its impact to financial results: fewer than 50 percent of companies said that they are effectively measuring employee engagement against business performance metrics such as customer satisfaction or increased market share. But one group of companies—called “high prioritizers” in the study because they saw engagement as an extremely important priority—are effectively using metrics and shared some best practices for tying engagement to business performance.

These include:

• Avoiding rote surveys. Leading companies devote significant resources to carefully crafting employee engagement surveys so they ask pointed, clear questions that go beyond measuring “satisfaction.” They then pore through the data to find the hidden stories of what’s working and where there are pockets of dissatisfaction. Finally, senior management uses this information to inform strategy and policies going forward.
• Ensuring that goal alignment is occurring at every level of the organization and is well-communicated. Top managers set and communicate business objectives; middle managers are responsible for creating specific objectives for employees that support broader business goals; and employees are given the tools to succeed, some autonomy, and accountability to meet tangible goals aligned with corporate goals.
• Using data to leverage engagement initiatives to improve performance, typically customer satisfaction/net promoter score (NPS)surveys and feedback, and then tying winning results to recognition programs to reinforce alignment and the activities linked to performance.

In most companies, today’s leaders are acutely aware that there is much to be done to ensure that they have a focused and highly engaged workforce. Connecting engagement to business performance requires considerable effort and top management focus—and, to a large degree, it is about how you do it. But there is enormous opportunity for companies that get it right.

The most common measurements best-practice companies are using to connect engagement to business performance were those that tied customer metrics with engagement metrics. Specifically, a number of best-practice companies interviewed found NPS and the service-profit chain to be powerful tools to link engagement initiatives with business goals.

Read the full report by downloading it here .

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How Companies Can Improve Employee Engagement Right Now

• Daniel Stein,
• Nick Hobson,
• Jon M. Jachimowicz,
• Ashley Whillans

Start by connecting what people do to what they care about.

A year and a half into the pandemic, employees’ mental “surge capacity” is likely diminished. Managers must take proactive steps to increase employee engagement, or risk losing their workforce. Engaged employees perform better, experience less burnout, and stay in organizations longer. The authors created this Employee Engagement Checklist: a distilled, research-based resource that practitioners can execute on during this critical period of renewed uncertainty. Use this checklist to boost employee engagement by helping them connect what they do to what they care about, making the work itself less stressful and more enjoyable, and rewarding them with additional time off, in addition to financial incentives.

As the world stumbles toward a Covid-19 recovery, experts warn of a surge of voluntary employee departures, dubbed the “Great Resignation.” For instance, one study estimates that 55% of people in the workforce in August 2021 intend to look for a new job in the next 12 months. To counteract the incoming wave of employee turnover, organizations — more than ever — need to focus on cultivating employee engagement .

• DS Daniel Stein is a fifth-year doctoral student in the Management of Organizations (MORS) Group at UC Berkeley, Haas School of Business. He conducts research on groups and teams, focusing on commitment to one’s group. He studies commitment across multiple levels, ranging from teams to organizations.
• NH Nick Hobson is chief scientist and director of labs for  Emotive Technologies , a behavioral technology think tank that brings together leading academic researchers, technologists, and business strategists in order to create and share knowledge. A PhD-trained behavioral scientist and adjunct lecturer at the University of Toronto, Nick’s research and client practice specializes in employee experience (EX) and the influence of behavioral science as a tool for business success.
• Jon M. Jachimowicz is an assistant professor in the Organizational Behavior Unit at the Harvard Business School. He received his PhD in management from Columbia Business School. He studies how people pursue their passion for work, how they perceive passion in others, and how leaders and organizations seek to manage for passion.
• Ashley Whillans is an assistant professor in the negotiations, organizations, and markets unit at the Harvard Business School School and teaches the “Negotiations” and “Motivation and Incentives” courses to MBA students and executives. Her research focuses on the role of noncash rewards on engagement and the links between time, money, and happiness. She is the author of Time Smart: How to Reclaim Your Time & Live a Happier Life (Harvard Business Review, 2020).

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Case Study: How Google Boosts its Employees’ Engagement

You might have heard about this mantra: ‘happy employees produce better results.’ this is the mindset of google to keep its employees productive and satisfied. this article explains more..

Let’s say you’re a company providing software development services . If your developer’s team isn’t enthusiastic about their projects every day, you’re not going to achieve excellence. This is productivity’s power. But remember productivity is dependent on the company’s culture.

Why is everyone talking about Google’s culture or work environment? We know that Google is one of the most influential and powerful companies around the globe. The company follows a pretty well unique culture instead of corporate culture.

It has something that every big organisation needs to follow to level up their employees’ engagement or morale. The culture of any company is vital to its success and Google is perfectly right on the track.

It has one sole purpose:  Keep the employees happy and keep up the productivity.

Google has been at number ONE place from the past six years and featured on  Fortune’s  annual list of  ‘Best Companies to Work For.’  And this is not it. Google has also been named as the tech company with the best culture. (Reported by Forbes) Furthermore, Google has a 4.4 rating on  Glassdoor  based on 6000+ employees reviews.   

Google’s morale

This is what the employees of Google answered the questions asked about their work culture.

• Acknowledged for the efforts?

Yes: 61 % Employees

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No: 39% Employees

• Job Security?

Very Secure: 34 % Employees

Neutral: 19% Employees

Insecure: 8% Employees

Very insecure: 5% Employees

• Work Environment?

Positive: 85% Employees

Negative: 15% Employees

• Excited about going to work daily?

Yes: 80% Employees

No: 20% Employees

So, without further ado, let’s move towards the ways Google uses to boost its employees’ engagement .

“There are way easier places to work, but nobody ever changed the world on 40 hours a week. But if you love what you do, it (mostly) doesn’t feel like work.”- Elon Musk.

How Google Keeps Its Employees Productive And Engaged?

Exclusive perks.

Today, employees want a job in a company that makes them love what they do. Never for financial benefit or intellectual recognition. Yet instead of chance to add to the common good.

The major differentiator is to make a real difference.

Google offers different perks to its employees to show them that they are not only investing in their overall health but their future as well.

• Chef-prepared free organic food (breakfast, lunch, and dinner);
• Free dental and health checkup;
• Free and unlimited dry cleaning;
• Subsidised massages;
• Several foosball, ping pong, video games stations;
• On-site physicians;
• Gyms/swimming pools memberships;
• Free haircuts from professional hairdressers;
• In-house nap pods;
• Death benefits to deceased employees’ families, and;
• Hybrid car subsidies.

Flexibility

Google has been one of the very first companies that had a vision of understanding the employees’ needs. It lets its workers have a flexible schedule so that they can work on their terms and enhance creativity and productivity. They have given their employees complete freedom to work in a way that is most suitable to them.

Knowing the employees well

Google had gone through a series of laboratory tests to figure out the productivity of their employees. They had four different experiments that included 700 participants. All the employees were treated to free drinks, fruits, and chocolates or shown a comedy movie clip.

They also enquired some of the participants about the family tragedies as a part of their assessment. After this, they found that happiness is the reason for 12% more productivity.

Google promotes an innovative and diverse organisational culture that has been a part of its employee’s life. A positive creative atmosphere and a safe working space offered by Google to its workers keep them comfortable and happy at work. The concept that being a part of Google is about being smart and wise encourages the employees to think openly and keeps them productive.

Nowadays, there are different creative coworking spaces which are known to be a perfect alternate to a workplace. These spaces are believed to deliver various advantages such as strong networking and increased engagement.

Google’s founders were researchers who had a belief in innovation and freedom of thinking. This is one of the main factors that influenced the style of Google’s leadership.

According to Brassfield, 2013, a positive leadership style stimulates inspiring and motivating employees to develop innovative ideas and inventions.

Keeping people inspired

Future Workplace, in 2017, demonstrated in a study that one of the biggest threats to employees’ engagement is employee burnout. It has also been found out that many proficient workers are often overburdened with the tasks that lead to halted innovation, incomplete work, etc.

What does Google do about keeping its employees productive, inspired, or motivated? Google’s strategy for this is  20% time . Every employee devours up to 20% of his time at work each week on ventures that inspire him.

This concept inspires employees as it allows them to concentrate on things they love or are passionate about. It can prevent burnout, decrease turnover, increase engagement.

Image: Pexels

Career development

Google provides an extensive professional growth program that is successful and creative and guarantees long-term performance for all the employees. The career development program of Google is one that ensures incentives are provided to employees to meet their professional and personal progression.

Google has adopted a unique way to promote the professional development of all its employees. CareerGuru  is a career coaching that provides all the details to the employees by Google’s leaders about working at a specific role in the company.

Creativity Encouragement

The companies that believe in fostering a culture of creativity have happy, satisfied, and motivated employees. Google leads the way in promoting creativity in their employees.

They are free to express their ideas as a solution to any problem. Moreover, employees are encouraged to work wherever they are comfortable in the workplace. Google has a set up where rather than just considering an applicant’s professional background, they look to recruit people who are normally inquisitive and fond of learning.

Trusting Employees

Google believes in trusting their workers because trusted employees feel more valuable. It can also boost the sense of job satisfaction and can also decrease the rate of staff turnover.

In a survey by PwC, reliable employees are 76% more engaged in their work than those in a low trusting environment. Trusted employees are happier and they have the urge to go the extra miles.

Culture based on qualitative data

Google has always been searching out different ways to optimise the performance of its employees while ensuring their happiness and satisfaction. Everything done at Google is based on real data. They use the qualitative and quantitative facts to set up processes and every single rule that is streamlined.

Google has additionally performed researches to discover how much paid time off new mothers would need and ways of building an improvised and better culture.

Fun workplace

Have you ever been allowed to design your own workstation at your company?

Probably not. But Google does it. It lets the employees design their desks or workstations.

When you see the pictures of the workplace, it seems an interesting adult play and work area and not a dull and lifeless space.

Google has always tried to push the boundaries of its workspace.

Collaboration of coworkers

At Google, the employees are urged to collaborate. They have a program called ‘Googler to Googler’ to keep them productive and promote skills such as management, public speaking, orientation, or extracurricular activities.

It is crucial to build a sense of community to create a positive culture. The company has arranged several micro kitchens around the whole workspace where coworkers can have a little chit-chat session. No one has to spend time on deciding where to eat because Google has various break-out spaces for lunch.

Google’s way of listening

Google employees have developed great software and projects that include Gmail, AdSense, Google News, etc. and all these big projects were originated because of its staff productivity approach. Google has a way of collecting employees’ feedback and listening to their suggestions that is  gDNA.

• The employees utilise a device ‘Google Moderator’ , the result of 20% time strategy, to inquire about something and vote on inquiries of others;
• The company holds a meeting, every Friday, where the managers react to the most famous inquiries of the week;
• Leaders or managers utilise a charting instrument called Google-O-Meter to measure the prominence of various worker bits of advice;
• Leaders likewise plan “Fixits” to comprehend huge, critical issues; and,
• Fixits are 24-hour runs where team members give their full focus around discovering solutions for explicit issues.

So, can Google teach us anything?

If you are planning to adopt these learnings at your organisation just like Google keeps its employees productive, it’s essential to test the progressions first and measure the results.

It’s a great deal of work, however, the engagement advantages will make the difficult function admirably justified.

About the Author

Usman Akram is a digital marketer and SEO specialist who’s passionate about experimenting and discovering new SEO tactics and strategies to dominate search rankings while bringing an unmatched user-experience. As of now Usman is serving Buzz Interactive , a leading digital marketing agency as the head of SEO.

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Starbucks Employee Engagement with Starbucks

Employees are the very heart of the Starbucks brand- yet despite its strong culture of “serving up good” through a global offering of social impact opportunities, Starbucks employees were lacking in awareness of these opportunities. 

Aiming to better engage store employees in the social impact initiatives led at the corporate level, Starbucks partnered with Purpose to develop a bespoke engagement strategy. Through research, focus groups, interviews & landscape reviews, Purpose created a strategy that included core values to unite corporate & in-store employees, ownable roles for every employee to play in contributing to social impact & ideas for channels and resources that could make the experience enjoyable to all.

To activate this engagement strategy, Starbucks launched a neighborhood grants program which has now received over 8,000 grant nominations from 13,000 employees- and in June 2020, The Starbucks Foundation committed $1 million in Neighborhood Grants to promote racial equity and create more inclusive communities.

Despite Starbucks’ incredible offering of social impact opportunities across the world, initiatives rarely made it into the lives of store employees — the partners at the heart of the brand.

While Starbucks has a strong culture of “serving up good” through service and community connection initiatives, the company recognized that their employees lacked information about what work was happening and what engagement options were available to them. Only 1 in 30 baristas we spoke to had ever heard of Starbucks stores doing social impact work.

Starbucks aimed to make working at the company feel like the best job in retail by offering opportunities for store partners to live their values at work by taking part in global social impact initiatives.

By supporting store partners to serve their communities, Starbucks set out to supercharge the positive impact the company makes on the neighborhoods it serves, and make working at Starbucks feel like more than just a day job.

Theory of Change

Purpose partnered with Starbucks to unearth insights about what was holding store employees back from participating in global social impact initiatives, and determine what might motivate them to take part.

Through polling, focus groups, interviews and landscape reviews, Purpose developed a bespoke engagement strategy for Starbucks to utilize when creating and implementing impact initiatives that would touch the lives of store employees.

Interviews with Store Partners

To begin our research, Purpose conducted interviews with a number of store employees — from baristas to upper management — to understand what they knew about volunteering and service initiatives at Starbucks, and how they felt about getting involved.

Interviews illustrated the awareness gap — but also showed that without time, resources, and permission allocated to social impact activities, partners days were too busy to take time out for ‘extra work.’ Social impact opportunities at Starbucks sounded exciting, but were far from accessible.

Polling Store Managers

Purpose fielded an online survey via Workplace with a focus on Store Managers to further interrogate findings and assumptions that came to light during focus groups. The survey was fielded to over 130 employees, and gathered concrete perspectives on social impact from partners across geographies.

Survey results gave us insight into why Starbucks management chose Starbucks, and what they believed made the company special. We heard that of all the reasons people join Starbucks, it’s the community, connection, and teamwork a job at Starbucks offers that makes people stay.

Barista Focus Groups

To dig one foot deeper, we facilitated four focus groups in New York City, consisting mostly of Starbucks baristas. In conversations with 30+ employees, we learned more about the issues they cared about — which ranged from animals and the environment to advancing racial equity and justice in their own neighborhoods.

However, partners told us one thing loud and clear: in order to participate in social impact, they needed to feel a personal, local connection to the cause.

With insights in hand, Purpose created a strategy for engaging employees in global social impact work moving forward.

The strategy aimed to equip corporate leaders with the values store employees need to see reflected in social impact opportunities, and the roles they can play within those opportunities. It also outlined several meaningful programmatic options for corporate to deploy.

Combined with recommendations on tools and resources required as well as how to measure impact, the final product acted as a framework for partner participation.

After the rollout of the global social impact strategy, Starbucks approached Purpose for help with qualifying their current social impact employee engagement opportunities against the new framework.

Together, we ran each of Starbucks impact initiative through assessments to ensure the programmes delivered on the accessibility, valued-based, local experiences the strategy promised. Where gaps in initiatives were identified, Starbucks reworked programmes accordingly to ensure they were right for partner engagement.

The corporate team at Starbucks was particularly excited about applying an impact-centered approach to the core of their social impact offerings. To help colleagues across marketing, store relations, and global social impact understand the new methodology, Purpose facilitated a day-long workshop to train staff on how to use a theory of change to ensure programmes are designed strategically, audience first, and with impact at their core.

Starbucks activated their engagement strategy by refreshing their Neighborhood Grants program to make employees the driver of each grant. In the program, employees were invited to nominate the local  organizations that serve the communities where they live and work, to truly center the needs and opportunities employees observe as they interact with their communities in Starbucks stores every day. Since the launch, there have been over 8,000 grant nominations from 13,000 employees, which continues to grow.

The refreshed partner engagement strategy for global social impact changed the course of community investment and employee engagement at Starbucks, for good. By making all social impact programmes tailored to partners personal passions, Starbucks became more than a place to work — it became a place for partners to bring their authentic selves to work each day, serve the communities they love, and live their values.

When Black Lives Matter protests spread across the country in the summer of 2020, Starbucks was equipped to heed employee calls for action — committing $1M in grants to racial justice organisations nominated by store employees themselves. As COVID struck, they asked partners to lead the way in determining how the company could help.

The partnership has shown us that the impact a company can make when we meet employees where they are is boundless.

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Impact case study

Improving employee engagement and performance.

  The resulting increase in the profile of employee engagement within the HR community undoubtedly helped to stimulate wider interest by business and within government. Mike Emmott CIPD's Advisor on Employee Relations

Research by

Dr Emma Soane

Department of management.

LSE's Emma Soane played a key role in research that helped to define and disseminate best practice in the area of employee engagement

What was the problem?

How people engage with their work affects both the individual satisfaction they derive from it and the contribution they make to an organisation's performance.

Without properly understanding the factors and processes involved, managers cannot hope to develop greater engagement among their staff.

In the UK little has been known about how individuals engage with their work. Filling this research gap has been vital on two counts: first, to develop effective measures of engagement, and second, to assess the contribution engagement makes to individual and organisational outcomes.

The results have wide-reaching implications for leadership practices and managing human resources in general.

What did we do?

In 2006 the Chartered Institute of Personnel and Development (CIPD) commissioned Professor Katie Truss at Kingston University to investigate the processes through which individuals engage with their work. LSE Assistant Professor of Management Emma Soane was the project's Assistant Director and responsible for developing the theoretical foundations for its initial stages, which included a nationwide survey of 2,000 employees. (Soane did this work while at Kingston Business School and joined LSE in 2008.)

The following year Truss, now at the University of Kent, established a consortium of eight public- and private-sector organisations to take the research forward. Besides Truss and Soane, the team was composed of researchers at other UK and international universities, including: Rick Delbridge (University of Cardiff); Kerstin Alfes (Tilburg University, the Netherlands); Amanda Shantz (York University, Toronto); Mark Gatenby (University of Southampton); and Chris Rees (Royal Holloway, University of London).

The next stage of data collection and analysis involved 5,291 survey responses from employees and managers and 180 interviews with managers, and resulted in a CIPD report aimed at practitioners titled Creating an Engaged Workforce, findings from the Kingston Employee Engagement Consortium Project (2010).

A further phase of data collection took place between 2010 and 2012, involving responses from 2,173 employees and managers in five organisations, plus additional longitudinal data for 318 participants and a detailed study of the links between engagement, performance data and absenteeism for 264 participants.

At an individual level, the research demonstrated that employees' engagement with work stems from three factors: its perceived meaningfulness, their perceptions of line and senior managers, and opportunities for two-way dialogue with managers.

High levels of engagement were associated with enhanced performance, greater innovation, a stated intent to remain with the organisation, greater well-being and a belief that current workloads were sustainable. Low levels of engagement, on the other hand, were associated with higher levels of ‘deviance’, such as absenteeism.

At an organisational level, the research showed that policies and practices in human resource management (HRM) have a direct bearing on engagement, which then influences individual-level outcomes, notably performance.

What happened?

One of the outcomes of the research was a new measure of engagement: the ISA (Intellectual, Social, Affective) Engagement Scale. Soane and colleagues were responsible for devising and validating the measure and comparing it against other engagement scales. The paper outlining its development was published in a practitioner journal, Human Resource Development International (Soane et al, 2012), and made freely available to researchers and practitioners.

The early findings of the research influenced the UK Government when they were highlighted in a presentation made to No 10 Downing Street in July 2008. This led directly to the establishment of the MacLeod Review into employee engagement, which was commissioned by then Secretary of State for Business, Innovation and Skills (BIS) Right Honourable Lord Mandelson and published as Engaging for Success in July 2009.

The research had influence on the practitioner and human resources communities through its connection with CIPD. After commissioning the initial study, CIPD continued to work with the research team as part of an Employee Engagement Consortium involving organisations wishing to learn how to raise levels of engagement, and published a series of case studies between 2008 and 2011 analysing the engagement practices of employers in different sectors.

These case studies not only produced research findings, but also led to changes in policies and practices in participating organisations and, as a result, to concrete improvements in employee engagement and performance. For example, a manufacturing company reduced accident levels, labour turnover, product rejection rates, and overhead and direct costs while improving employee energy, enthusiasm and new product innovation, while a government department completely revised its approach to HR and a city council experienced significant increases in measures of employee engagement, motivation and pride. 

The research provided a forum for debate between academics and practitioners through a seminar series supported by a £15,000 grant from the Economic and Social Research Council (ESRC). Five free seminars were held between 2011 and 2013 at the Universities of Kent, Cardiff and LSE, attended by a total of 460 delegates. The seminars sought to explore the evidence and develop a theory to explain the links between employee engagement, organisational performance and individual well-being. Attached to the third seminar was a free doctoral symposium for 13 students.

The final seminar was run in conjunction with the 'Engage for Success' group, a movement launched by Prime Minister David Cameron in March 2011 based on the findings of the MacLeod Review and situated within BIS. The organisations involved in this movement accounted for more than two million employees. The 'Engage for Success' co-chairs, David MacLeod and Nita Clarke, said of the seminars: 'The programme brought together practitioners, experts, thinkers and consultants to share practice, shine a light on the importance of this topic, and offer best practice. The work has made a significant and critical contribution through developing the required insights for organisations…by creating networks to facilitate this.'

The seminar series resulted in the establishment of an Engagement Research Community subsection of the Engage for Success LinkedIn group, attracting 209 members within the first month and comprised of both academics and practitioners. It also yielded a special issue of the International Journal of Human Resource Management, published in July 2013. Members of the research team also co-edited and contributed chapters to a book for practitioners and researchers on Employee Engagement in Theory and Practice (Routledge, 2014).This brought together 29 leading scholars from the field, including William Kahn who published the original article on employee engagement in 1990.

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Employee Engagement Best Practices and Case Studies

Delivered june 7th, 2021 . contributors: bahri s., key takeaways.

• Employee engagement is essential in the workplace; a study found that employee engagement decreased turnover by 14.9% and increased productivity by 69% in workplaces.
• BKD had used Quantum Workplace's platform to promote continuous coaching to employees as well as build "an inclusive feedback culture for more frequent and meaningful conversations."
• Internal c o m m s play a key role in "ensuring a good mutual understanding and cooperation within the workforce." According to a survey by Harris Poll, over 70% of employees were engaged when their organization provided clear internal communication regarding information of value.

Introduction

B e s t practice: employees' ideas.

• The program should be developed around employees' ideas. This can be done through employee suggestion programs and by replacing the old suggestion box.

• Similar to customer feedback programs, employee suggestion programs ( ESP ) invites employees to voice their concerns and share ideas for solutions. While many companies already offer ESP's, many of them don't utilize technology to ensure that it's as effective as possible. And although a wooden suggestion box placed on the wall is a good start, suggestions aren't always checked regularly; this risks resentment and confusion. Switching to a digital solution can increase accountability and improve the process for listening to employees' suggestions.
• According to a study conducted by the Employee Involvement Association, organizations can expect to save almost $350 annually per employee through the implementation of an employee suggestion system.
• According to Charles Martin, the author of Employee Suggestion Systems : Boosting Productivity and Profits, "companies that set up effective "suggestion systems are finding that employees have great ideas that can lower costs, increase revenues, improve efficiency, or produce greater quality."

B e s t Practice: Internal C o m m s

• The company should ensure that good internal c o m m s are part of their employee engagement solution.
• Internal c o m m s play a key role in "ensuring a good mutual understanding and cooperation within the workforce."
• According to a survey by Harris Poll, over 70% of employees were engaged when their organization provided clear internal communication regarding information of value.
• According to Forbes , "when employees are kept in the loop of what’s happening internally, their loyalty and satisfaction increase ultimately improving the annual revenue and reputation of the company."
• Gallup found that companies with a highly engaged workforce outperform their competitors by 147%.
• The Holmes Report revealed that companies with strong internal comm strategies gave shareholders 47% higher returns.
• Trade Press Services posted an article regarding the importance of using internal c o m m s to enhance business growth. They revealed that "85% of employees said they’re most motivated when management offers regular updates on company news."
• An example of good internal communications leading to positive outcomes can be seen in the case of Thomson Reuters. When Thomson Reuters improved its internal c o m m s , they were able to address their problem regarding how their employees are not placing enough importance on innovation. After implementing good internal c o m m s , Thomson Reuters saw "an upturn in the number of requested innovation projects."

Case Study: Microsoft

• Microsoft is a multinational tech company that sells computer hardware, software, and related services; they are an example of a company that's successfully developed an employee engagement program for their employees. Microsoft had invested heavily in internal c o m m s and the improvement of employee experience in various departments.
• For example, Microsoft had teamed up with Centrical to make their contact center service agents be more productive, responsible, and engaged.
• Microsoft had implemented Centrical in its call centers for its "ability to fuel engagement through advanced g a m i f i c a t i o n , while combining learning and performance data into one platform."
• The program would reward call center agents intrinsically as well as give them personalized goals. Using Centrical, agents are given a visual reminder showing them how every activity they do matters and would get them closer towards their goals. Microsoft would offer employee points and badges to those who exhibit positive behaviors such as adherence to schedule.
• Soon after this program was implemented, 78% of Microsoft's call center agents expressed that they felt more empowered and ready to do better at their work, and absenteeism dropped by 12% overall.
• Microsoft had utilized its own products (e.g. Microsoft 365 ) in order to improve communications and employee engagement.
• The programs had resulted in more interconnected and personalized employee experiences; it has also enabled Microsoft employees to innovate, create, and collaborate seamlessly among the teams that they belong to and work with.
• Eighty-five percent of Microsoft employees say that they are proud to be part of the company.

Case Study: BKD + Quantum Workplace

• BKD is in the professional/scientific/tech services industry , and they are one of the largest U.S. advisory and accounting firms; they have between 2,501 to 5,000 employees.
• According to Julie Cummings, the managing director and chief human resources officer ( HRO ) at BKD, they built their programs by listening to the themes and feedback gathered through their annual engagement survey as well as other feedback tools, and then generating action plans to support improvement." She also added that the company had identified a direct link between engagement and employee performance.
• BKD utilized Quantum Workplace to provide a solution for performance management transformation. BKD knew that it was imperative to implement an effective solution that would drive frequent and meaningful coaching conversations. By implementing this solution , BKD could "drive employee engagement, increase performance, and help with employees' goal achievement."
• Through their employee engagement survey data , BKD was able to identify what would most efficiently engage employees. And based on the findings, BKD implemented "one-on-ones". Within this tool, templates were created to efficiently "drive quarterly conversations between career coaches and employees, encouraging regular touchpoints and more meaningful discussion about goals and development."
• BKD also used the same approach with feedback by providing employees with a tool they could use to request and give real-time feedback to ensure that employees were on the right path for success.
• Through this tool , "employees could gather input from different perspectives, including from a 360° view, to provide them with a deeper self-awareness, better relationships, and professional development acceleration."
• Key Performance Successes:
• Eighty-six percent of employees are "proud to work with BKD."
• Seventy-six percent of employees believe that "BKD’s people-first culture drives their overall success."

Case Study: M o l s o n Coors Beverage Company

• M o l s o n Coors operates as a brewing company that brews and produces beer. M o l s o n Coors is an example of a company that has successfully executed an engagement plan amongst its employees.
• Their employee engagement initiatives have produced engaged employees that were five times less likely than non-engaged employees "to have a safety incident and seven times less likely to have a lost-time safety incident."
• Engagement had also improved sales performance at M o l s o n Coors. And as a result of the initiatives , the company had saved over $1.7 million in just one year.

Research Strategy

Did this report spark your curiosity, how to use employee motivations to increase employee engagement - emergenetics, employee suggestion systems - benefits, cost, elements of a successful suggestion system, microsoft unveils new employee experience platform — microsoft viva — to help people thrive at work - stories, microsoft engagement case study - centrical, microsoft employee engagement, reinventing the employee experience at microsoft, 7 reasons why internal communication is important in the workplace, how internal communications methods are used to enhance employee engagement -vibons, 3 effective ways to improve your internal communication to boost employee engagement, the companies nailing internal communication today: 11 inspiring examples • blink, 7 companies with great internal communications, 17 must follow employee engagement best practices for hr managers, using internal communications to enhance business growth - trade press services, internal communication is changing. are you keeping up • blink, bloomberg - are you a robot.

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Employee Retention Case Studies: How 5 Companies Leverage Our Employee Success Tech

Table of Contents

Briggs Industrial Solutions & Frontline Worker Retention

Twin Cities Manufacturing Company & Targeted Engagement Analysis

Meritrust Credit Union & Retention Drivers

Mutual of Omaha & Pulse Survey Insights

Sammons Financial Group & Employee Listening Strategy

Quantum Workplace Can Help You See, Sense, and Stop Costly Turnover 

Employee retention is a top 3 priority for 77% of HR leaders and 62% of senior leaders going into 2023. This is no surprise as the Great Resignation persists and another period of economic uncertainty looms.  

But while retention is top of mind , many leaders admit their employee retention strategies aren’t very effective . Most say their organization’s approach is at the intermediate or beginner level.   

Is your retention strategy effective? Take our quiz to find out >>>

If you’re not taking time to strategically address retention and turnover, you’re leaving a lot on the line. The good news is that a lot of unwanted turnover is predictable and preventable.

These employee retention case studies will give you hope. You’ll learn how these Quantum Workplace customers have optimized their employee listening strategies for employee retention. And how they’ve leveraged our employee success platform to uncover insights, build better workplaces, and retain their best talent.  

Briggs Industrial Solutions Digs Deep with Frontline Workers to I mprove Engagement & Retention

Briggs Industrial Solutions began partnering with Quantum Workplace on their engagement survey in 2020, wrapping up their third engagement survey in 2022.   

By taking feedback from the surveys and diving deep into targeted areas of the company via focus groups, Briggs has uncovered solutions and strategies to move the needle on areas that are impacting engagement and retention.   

In 2021, Briggs was struggling to retain their technicians, who make up the majority of the company’s workforce. These technicians spend their days out in the field, traveling to customers and repairing equipment. They are critical to the success of the company. But most were leaving the company before they hit 3-5 years of tenure.     

The leadership team at Briggs knew they needed to take a good look at what might be causing disengagement and turnover. Their engagement survey shed light on specific and actionable challenges to overcome:     

• Technician “intent to stay” dropped 5% 
• Perceptions of fair pay dropped 4% 
• Perceptions of recognition dropped 11% 
• Value of the ESOP dropped 11% 

With the feedback received from engagement surveys, Briggs continued to evaluate benefits, compensation, and team structure across the board. They also worked to understand why techs were not feeling recognized for their contributions.   

Leaders uncovered multiple areas to review. There was frustration around pay gaps between tenured and incoming employees. Work assignments weren’t always aligned with technicians’ strengths and skill level. And there weren’t clear guidelines on increased compensation for new skills and training assistance.     

As a result, Briggs implemented profit sharing in 2022, in addition to ESOP. They created a career path for technicians, providing clarity on what they needed to do to grow, develop, and advance in their career. And finally, they provided more internal classroom training, rather than solely relying on senior technicians.   

The changes the Briggs leadership team made led to impressive results on their next engagement survey:   

• Perceptions of recognition increased 17 points 
• “Senior leaders value people as their most important resource” increased 16 points 
• Perceptions of trust and fairness increased 14 points 
• Perceptions of fair pay increased 14 points  

“Our industry is very competitive. It’s tough to hire skilled technicians,” says Perez, HR Manager at Briggs. “But we’re now hearing that Briggs is becoming the employer of choice in our industry. Our techs are talking and we’re seeing a ton of referrals now.”  

When it comes to acting on survey results, Perez has this advice:   

“Don’t try to boil the ocean,” she says. “You’re going to get a ton of feedback and a lot of things you want to act on–but you can’t do it all at once. You need to focus on what matters most. On what you can give your full attention to.”  

Twin Cities Manufacturing Company Uses Targeted Analysis to Tackle Employee Turnover  

As one of the largest privately held companies in the Midwest, this Twin Cities manufacturer has experienced exponential growth over the last several decades.   

Coinciding with that growth, the company has evolved its employee listening strategy to capture and understand the employee experience. They partner with Quantum Workplace to implement engagement, pulse, and lifecycle surveys .   

• Engagement. The growing manufacturer deploys an employee engagement survey to uncover areas in which the company can move the needle. Leaders pay close attention to what is happening within specific business units and regions.   
• Pulse. The company uses pulse surveys to hear from employees at locations where acquisitions have happened. The goal is to make sure that new employee onboarding is effective, and employees have what they need to succeed.   
• Lifecycle. The company uses exit surveys to get a more holistic view of turnover.  

With data from these surveys, the company can understand macro and micro turnover trends. They can also see how turnover affects different employee demographics and pinpoint reasons for turnover within specific groups. Exit survey analytics have helped the company uncover areas of misalignment and opportunity, including:   

• Creating more clarity on manager/employee workload expectations to help prevent unwanted turnover early in the employee journey 
• Better understanding compensation expectations in a competitive market 

Survey analytics have also helped shed light on why critical roles and skill sets have left the company, and to uncover trends in areas of the business experiencing higher turnover.   

“The labor market is really tight right now, and we get a lot of great intel from the surveys to help us improve the employee experience and understand why people might be leaving,” said the company’s Organization Effectiveness Leader. “In an industry where turnover is pretty high right now, it’s important for us to have this intel in order to stay competitive.”  

Read more about this Twin Cities Manufacturing Company’s success here >>>  

Meritrust Credit Union Use s Surveys to Understand Employee Retention Drivers  

HR leaders at Meritrust Credit Union were focused on retention and turnover in 2022. They wanted to take a deeper dive into the reasons employees leave–and why they stay. Partnering with the People Insights Team at Quantum Workplace, they were able to uncover key information that shed light on just how critical company culture is to their retention strategy.   

When asked to rate “it would take a lot to get me to leave this organization,” Meritrust followed up with a logic-based response based on how employees answered the question.   

• If they responded favorably, they were asked “what makes you stay at this organization?”  
• If they responded unfavorably, they were asked “what would make you leave this organization.”  

Meritrust asked every employee a variation of the question and then turned the responses into a custom survey demographic. What did they find? The primary reasons people stay at Meritrust were:   

• Workplace culture (90%) 
• Career advancement opportunities (89%) 
• Relationship with their manager (84%) 

This proved that culture and career growth are imperative for retention and engagement–something leaders at Meritrust had been trying to improve all along.  

Mutual of Omaha Leverages Pulse Surveys to Un cover Insights and Retain Talent  

A Fortune 500 insurance company, Mutual of Omaha was founded on a simple but powerful principle: to help people in their time of need and protect those they love the most.   

In recent years, the insurance and financial services industries have become increasingly competitive for talent. Mutual of Omaha was having a hard time recruiting for technology roles—and was seeing high turnover within the first two years of employee tenure.   

The company knew that having the right insights would help them understand and troubleshoot turnover effectively—so they turned to Quantum Workplace’s employee engagement platform .     

Mutual of Omaha utilized a broad range of employee surveys to capture feedback at various stages of the employee journey. In addition to leveraging an annual engagement survey, Mutual of Omaha also launches regular pulse surveys to capture critical feedback on important topics.   

• In 2021, they launched a pulse to understand employee perceptions and preferences related to post-pandemic work arrangements. 
• In 2022, they launched a “War for Talent” pulse to get a feel for how equipped the company was (or wasn’t) to attract, engage, and retain top talent.

A strategic employee listening strategy has empowered Mutual of Omaha to gain clarity around what is driving people to stay, what is driving them to leave, and what leaders can do to improve retention and engagement. The company has seen measurable improvements:  

• 94% favorability ratings from new hires after 30 days of employment  
• 93% of associates making progress on a learning and growth plan (a key magnet in the company’s retention strategy)  
• 86% employee retention rate  

Read more about Mutual of Omaha’s success here >>> 

Sammons Financial Group Increases Frequency of Employee Listening to Drive Change  

Sammons Financial Group (SFG) is heavily focused on establishing a “workforce of the future” and best-in-class workplace culture. The company feels both are necessary to retain top talent in a competitive market. To support its retention and talent management efforts, SFG uses employee listening tools from Quantum Workplace.   

Initially, SFG’s survey implementations were infrequent, happening only every 2-3 years. Years later, they had a big question:   

“What are we actually doing to understand employee voice?”   

The company realized employee voices needed to be captured more frequently to achieve a more accurate, timely view. After shortening their engagement survey cadence to 18 months, SFG’s employee engagement efforts started gaining momentum. The company saw an increase in engagement and a stronger organizational commitment to action. The progress led to leadership buying into an annual survey.     

With a regular cadence of employee listening, SFG gains a true year-over-year understanding of employee voices—and can design annual commitments around this timing to better align with opportunities uncovered in the survey data.   

Prior to moving to an annual survey cadence, one of the challenges SFG faced was understanding how to best utilize their data. Now, SFG can equip organizational leaders with the data they need, on a more frequent basis, and understand where to act. They have the potential to activate real, meaningful change when it comes to engagement and retention.  

Read more about Sammons Financial Group’s success here >>>  

Quantum Workplace Can Help You See, Sense, and Stop Costly Turnover  

With the right intel, insights, and a roadmap for change, you can build a culture that draws in and retains your best talent. Quantum Workplace offers employee retention solutions to help keep your top talent engaged and on the path to success—making them more likely to stay.  

Learn How to Keep Your Best Talent by approaching retention with intention in this eBook.

Published December 9, 2022 | Written By Kristin Ryba

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Business of Well-being

The employee wellness case studies that will inspire you.

In today's fast-paced corporate world, employee wellness has become an essential focus for organizations looking to enhance productivity, improve employee satisfaction, and reduce healthcare costs. Companies across industries are implementing innovative wellness programs and initiatives to promote the well-being of their employees. In this article, we will delve into inspiring case studies that demonstrate the transformative power of employee wellness programs. These success stories highlight the positive impact such initiatives can have on individuals and organizations alike.

Case Study 1: TechCo's Holistic Wellness Approach ‍ TechCo, a leading technology company, recognized the importance of addressing the physical, mental, and emotional well-being of their employees. They implemented a holistic wellness program that encompassed various aspects of well-being. The program included regular exercise classes such as yoga, Pilates, and cardio workouts, along with workshops on mindfulness and stress reduction techniques. TechCo also provided access to mental health resources, including counseling services and meditation apps. Through this comprehensive approach, TechCo witnessed a notable reduction in employee absenteeism and improved overall engagement. The company also experienced an increase in employee retention, as staff members felt supported and valued by the organization.

Case Study 2: PharmaCorp's Health Challenge ‍ PharmaCorp, a pharmaceutical company, aimed to cultivate a culture of health and wellness among their employees. They introduced a company-wide health challenge that encouraged employees to engage in healthy activities and lifestyle choices. The challenge included friendly competitions, rewards, and recognition for participants. Employees were encouraged to track their progress using fitness trackers and wellness apps. Additionally, PharmaCorp organized health and wellness fairs where employees could access health screenings, nutritional counseling, and fitness assessments. As a result, PharmaCorp observed a significant improvement in employees' overall health metrics, including reduced body mass index, decreased cholesterol levels, and increased energy levels. Moreover, the challenge fostered a sense of camaraderie and team spirit among employees, promoting a positive work environment.

Case Study 3: FinServe's Financial Wellness Program ‍ FinServe, a financial services firm, recognized that financial stress can have a significant impact on employee well-being and productivity. To address this, they launched a comprehensive financial wellness program. The initiative included educational workshops on budgeting, retirement planning, and debt management. Additionally, FinServe partnered with financial advisors to offer one-on-one consultations for employees seeking personalized guidance. The program not only alleviated financial stress for employees but also enhanced their overall financial literacy. Employees gained a better understanding of managing their finances effectively, leading to reduced financial anxiety, improved job satisfaction, and increased productivity.

Case Study 4: RetailCo's Work-Life Balance Initiative ‍ RetailCo, a large retail chain, acknowledged the significance of work-life balance in employee well-being. They implemented flexible work arrangements to support their staff members' personal responsibilities and interests. This included remote work options, flexible hours, and compressed workweeks. RetailCo also encouraged employees to take regular breaks and provided opportunities for personal development and wellness activities during working hours. By prioritizing work-life balance, RetailCo saw a substantial decrease in employee burnout and an increase in job satisfaction. Employees reported improved mental health and enhanced productivity, resulting in a positive impact on the company's bottom line.

Case Study 5: ManufacturingCo's Healthy Cafeteria Initiative ‍ ManufacturingCo, a large manufacturing company, decided to promote healthy eating habits among their employees by revamping their cafeteria offerings. They partnered with nutritionists and chefs to create nutritious, delicious, and diverse meal options that catered to different dietary needs. The company introduced clear nutritional labeling for menu items, highlighting the nutritional content and allergen information. Additionally, ManufacturingCo provided nutrition education sessions and cooking workshops to empower employees to make healthier choices both in the cafeteria and at home. This initiative had a profound impact on ManufacturingCo's employees. By providing healthier food options, the company witnessed a positive shift in employees' eating habits and overall well-being. Employees reported feeling more energized and focused throughout the workday, resulting in increased productivity. Moreover, the company saw a decrease in absenteeism and a reduction in healthcare costs associated with diet-related illnesses. ManufacturingCo's commitment to promoting healthy eating not only improved the well-being of their employees but also fostered a culture of wellness within the organization.

Case Study 6: Consulting Firm's Mental Health Support Program ‍ A consulting firm recognized the importance of addressing mental health in the workplace and implemented a comprehensive mental health support program. The program included regular mental health awareness campaigns, training sessions for managers on recognizing and addressing mental health concerns, and confidential counseling services for employees. The consulting firm created a supportive environment where employees felt comfortable seeking help for mental health challenges without fear of judgment or repercussions. As a result, employees reported improved mental well-being, reduced stress levels, and increased job satisfaction. The firm also noticed a decline in mental health-related absenteeism and an improvement in overall team collaboration and productivity.

Case Study 7: Hospitality Company's Wellness Rewards Program ‍ A hospitality company sought to motivate and engage employees in their wellness journey by implementing a rewards program. The program encouraged employees to participate in various wellness activities, such as fitness challenges, health screenings, and stress management workshops. Employees earned points for their participation and were eligible for rewards and incentives based on their accumulated points. This approach not only incentivized employees to prioritize their well-being but also created a sense of friendly competition and camaraderie among the workforce. The company witnessed a significant increase in employee engagement, improved morale, and a decrease in lifestyle-related health issues.

Case Study 8: Education Institution's Employee Development and Wellness Integration ‍ An educational institution recognized the interconnectedness between employee development and wellness. They integrated wellness initiatives into their employee development programs to support the holistic growth of their staff members. The institution offered opportunities for professional development, skill-building workshops, and wellness activities such as yoga classes, meditation sessions, and mindfulness training. By fostering a culture that prioritized both professional growth and personal well-being, the institution experienced higher employee satisfaction, increased retention rates, and a positive impact on student outcomes.

These case studies exemplify the power of employee wellness programs in enhancing the well-being and productivity of individuals within organizations. From holistic wellness approaches and health challenges to financial wellness programs and work-life balance initiatives, these success stories demonstrate the transformative impact that investing in employee well-being can have.

By implementing wellness programs tailored to the unique needs of their workforce, organizations can create a positive work environment, boost employee engagement and satisfaction, and reduce healthcare costs. If you are seeking guidance on implementing or enhancing your organization's wellness program, Global Healthcare Resources offers comprehensive wellness consulting services. Their team of experts can assist you in developing customized strategies and initiatives that align with your company's goals and values.

Embrace the power of employee wellness and unlock the potential for a healthier, happier, and more productive workforce. To learn more about how Global Healthcare Resources can support your wellness journey, visit https://www.globalhealthcareresources.com/wellnessconsulting .

Remember, investing in your employees' well-being is an investment in the success and longevity of your organization. Start prioritizing employee wellness today and witness the positive impact it can have on your workforce and overall business performance.

To explore Global Healthcare Resources' wellness consulting services and discover how they can assist your organization in implementing an effective wellness program, visit https://www.globalhealthcareresources.com/wellnessconsulting .

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The new rules for increasing engagement at work.

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Engagement is low, but it's possible to bring it up.

Engagement has hit an 11-year low, especially among the youngest workers and those who work remote or hybrid.

It’s a critical metric and one that leaders and organizations pay close attention to—for good reason. It’s correlated with greater productivity, retention, customer service, safety, quality of work and profitability.

But engagement is also linked with better experiences for people. When employees are engaged, they tend to be healthier and have higher levels of esteem, fulfillment and happiness.

Engagement is good for business, but it’s also good for people.

Sobering Stats

The specifics of the data are sobering. In fact, only 30% of people say they’re highly engaged, and 17% say they’re actively disengaged—a low of 11 years. That’s a ratio of almost two to one: For every two people who are engaged, there is one person who is actively disengaged, according to Gallup .

Those under 35 are most affected—with Gen Zs (age 27 or younger) even more greatly impacted. Those who work away from their colleagues—remote or hybrid—are also hit hardest, based on the Gallup data.

As the landscape of work shifts—with new patterns about where, when and how people are working—engagement can be more of a challenge. Employee demands and expectations have risen, and leaders must shift their approaches as well—creating more intentional experiences while driving results and navigating high levels of emotional labor.

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Proximity is important for engagement.

New Rules for Engagement

In addition to the classical ways to affect engagement, from creating the conditions for learning and growth to meaningful relationships, there are some new rules for engagement as well.

1. Proximity

Proximity is a key way to drive greater engagement and it is especially important today, with hybrid and remote work. Proximity is when people feel close, known and familiar. And proximity can be both literal and figurative.

You have proximity to the person you sit next to regularly when you’re in the office, but you can also have a sense of proximity with the colleague you’re on video calls with regularly or with whom you’re in close email contact.

We have a cognitive bias toward familiarity and tend to be more accepting of people (and art, music and food) that are more familiar. We also have a cognitive bias toward recency—in which we tend to keep people (and things and events) more top of mind when they happen more frequently or recently.

In addition, we tend to follow through on work and be more responsive to people we know and feel close to (either literally or figuratively).

All of this affects engagement. When we’re connected with colleagues, get to know them and understand how our work connects with theirs—and how they’re relying on us—we will be more engaged.

You can enhance people’s senses of proximity by setting clear guidelines about when they should be in the office and—even more importantly—communicate why. Facilitate the process of coordinating when people will be in, based on whom they work most closely with. For example, certain departments may want to agree on core hours for office work.

Build team relationships and perceived proximity by organizing social time together, but also creating affinity groups where people have common interests and can support each other. Give people meaningful work that demands they collaborate. Protect time at the beginning or end of meetings to check in or check out with personal moments to connect and get to know each other beyond the project plan.

2. Presence and Attention

In inspiring engagement, presence and attention are also primary strategies. With everything coming at us and our always-on environments, attention is the most scarce resource. When you’re undistracted during an interaction, it drives positive relationships, motivation and engagement.

In addition, when leaders are present and accessible, they build trust. And when people are present together, they are likely to pick up on each other’s energy and be more productive, according to research published in the Journal of Labor Economics .

In addition, productivity tends to positively affect engagement and satisfaction, according to research published by the Association for Psychological Science . And engagement in turn drives greater satisfaction and productivity. The three experiences—productivity, satisfaction and engagement—reinforce each other.

Tune into employees and pay attention to how they’re showing up. Check in, ask questions and listen to how they’re doing. When employees reach out, respond quickly and thoroughly. And connect them with resources when they need support beyond what you can provide.

3. Performance

Another way to drive engagement is to create the conditions for great performance. People will engage when they are energized by what they do, and when they have clear expectations. In addition, employees will experience more engagement when work is aligned with their current skills, but also with challenges which stretch their capabilities.

Interestingly, in the Gallup study, there were some top-performing companies that had an average of 70% of their employees who were engaged—more than seven times the average across the U.S. One of their strategies was to combine flexibility with accountability, and give people coaching to support their performance.

In fact, when organizations offer more flexibility, they perform better, and when they offer greater choice and control they do as well. But this must be combined with accountability, because people want to know their skills matter and that companies are counting on their deliverables and contribution.

Supporting employees' wellbeing drives engagement.

In a list of important elements for engagement, pizza may seem superficial at best and flippant at worst. But it actually matters more than you might think—especially when it is part of a broader approach to embedding practices and norms that support wellbeing.

Academic research has proven that when people eat together, they build community, increase trust, enhance feelings that life is worthwhile and expand happiness and satisfaction—and all of this fosters engagement. People feel trusting toward their colleagues and positively obligated to them. And they feel motivated to give their best.

The top-performing organizations in the Gallup data also provided multiple services and resources to support wellbeing.

People tend to behave based on reciprocity. When we receive, our instinct is to return. As a result, when organizations provide for experiences and wellbeing, they energize people to provide their best efforts, in turn. Of course, organizations should offer the best for people because it’s just the right thing to do—but it’s also related to engagement and performance because of our human preference for reciprocity.

Create the conditions for wellbeing by providing food (including pizza!) and offering places with daylight, views and natural elements as well as places for privacy, collaboration, learning, socializing and rejuvenating. Provide benefits which offer all kinds of choices for a variety of needs and priorities. And consider wellness programs—from mediation to financial planning.

Purpose is a gold standard for engagement—so perhaps it’s the least novel strategy here—but it is significant. When people feel a sense of purpose, it translates into all kinds of payoffs from productivity to wellbeing.

The benefits of purpose are striking.

• With greater purpose, people engage more deeply and companies who articulate their purpose more clearly, see greater growth, global expansion, successful product launches and successful transformation efforts, according to research published in Harvard Business Review .
• In addition, when leaders behave with purpose—sharing a vision, committing to stakeholders and demonstrating strong morals—employees are able to engage and they are happier and more productive, according to research conducted by the University of Sussex .
• In addition, with a greater sense of purpose, people have lower levels of cardiovascular disease and greater longevity, according to a study published in Psychosomatic Medicine .
• In addition, people experience less loneliness and make healthier lifestyle choices, according to research at the University of Pennsylvania . When people have higher levels of physical, cognitive and emotional wellbeing, they can engage and contribute for their own benefit (esteem, fulfillment) and the organization’s benefit.

Create purpose by reinforcing a bigger picture and clarifying how each employee’s contribution is making a unique contribution to it. And be sure purpose is about people. Beyond committing to financial targets, what will get people out of bed in the morning is knowing how their efforts make a real difference for others.

Enhancing Engagement

Engagement requires all kinds of intentional investments in people—and considering the holistic experience from proximity, presence and performance to pizza and purpose—will make a meaningful difference in the outcomes that result.

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Employee Engagement: A Case Study

• Author: Sheryl McAtee
• Human Resourses Training ,
• Management, Supervision & Leadership
• Employee Engagement

In this article, we share a case study about an organization that dramatically improved its employee engagement scores related to performance management.  The organization received feedback that high performance was not sufficiently differentiated and acknowledged in the organization, and rewards were not well aligned with performance.

First, the management team analyzed the problem. While annual performance ratings did differentiate performance and led to differences in performance bonuses, this was not an open process. People only saw their own results, and the high performers didn’t realize they were getting greater rewards. Further, the bonuses only came once a year.

In addition, the managers realized that they needed to target employee engagement in a way that appealed more to millennials, which made up a large part of the workforce. This called for a more real-time process, where employees were publicly praised and quickly rewarded for both small and large successes.

To act on these insights, here’s a look at the management team’s next steps:

• Share the Results : The management team openly shared the survey results, analysis and proposed goals. The team then engaged in an interactive working session in a staff meeting to develop a specific action plan.
• Engage the Team: The outcome of the staff discussion was the chartering of a short-term awards task force, which was asked to develop a proposal for a new awards program for the organization.  The task force was small, but represented different parts and levels of the organization. The management team gave the task force core parameters to make sure their outcomes were aligned with the larger organization’s award policies.
• Guide and Train the Team: The management team saw that the standing up of the task force also provided an opportunity to develop other skills needed in the organization: team facilitation, project management and presentation skills. A facilitator from the management team guided the team’s process to teach them these skills in real time and ensure an outcome, while allowing the actual content to be theirs.     
• Create Feedback Opportunities: Part of the task force’s job was to present their proposals to the management team and the broader organization. This gave task force members a chance to practice presentation skills and provided valuable practical feedback.
• Focus on Implementation and Institutionalization: Once the task force was done, the management team invested effort to roll-out and then institutionalize the new awards program. The program included many different awards strategies, including peer recognition, spot awards and an Employee of the Quarter award.

Three years later, the awards program is still active and working well. Scores related to performance management shot up by 20% in just one year, and the organization has applied the same change management model in other areas as well.  It’s a great reminder that true engagement happens one project at a time!

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Related content

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• Open access
• Published: 18 April 2024

Relationship between resilience at work, work engagement and job satisfaction among engineers: a cross-sectional study

• Bassma Abdelhadi Ibrahim 1 &
• Sarah Mohamed Hussein 1  

BMC Public Health volume  24 , Article number:  1077 ( 2024 ) Cite this article

305 Accesses

Metrics details

Workplace challenges can negatively affect employees and the organization. Resilience improves work-related outcomes like engagement, satisfaction, and performance. Gaps exist in studying resilience at work, particularly in relation to engagement and satisfaction. Therefore, this study aims to investigate relationship between Resilience at Work, Work Engagement and Job Satisfaction among engineers in an Egyptian Oil and Gas Company.

It was a cross-sectional study. The target population was the engineers who are working in Egyptian Oil and Gas Company. The study was performed on 100 engineers. Participants were enrolled by simple random sampling technique via an online questionnaire. The study was conducted from May 2023 to the end of September 2023. The data were collected in the duration of June to August 2023. Data was obtained through a structured and personally accomplished questionnaire, which was disseminated electronically via email. The questionnaire comprises of personal information, work experience, a Resilience at Work scale consisting of 20 items, the Utrecht Work Engagement Scale with nine items to evaluate work engagement, and the 20-item Short-Form Minnesota Satisfaction Questionnaire was utilized to determine employee satisfaction. The bivariate analysis employed independent samples t-test and Mann-Whitney U test. The associations between scores were measured by Spearman rho correlation. Simple linear and multiple linear regressions were used to predict work engagement and job satisfaction.

A statistically strong positive correlation was observed among all the aspects of work engagement, including vigor, absorption, and dedication. This study demonstrated a significant correlation between resilience and work engagement ( r  = 0.356, p  < 0.05). There was a strong correlation between resilience and job satisfaction ( r  = 0.608, p  < 0.05). A significant moderate correlation was determined between job satisfaction and work engagement ( r  = 0.396, p  < 0.05). Both gender with a female coefficient of -15.517, and resilience with a coefficient of 0.235 significantly predicted work engagement. Whereas, the significant predictors of job satisfaction were resilience (β = 0.294), and work engagement (β = 0.283).

Conclusions

Resilience greatly affects work engagement and job satisfaction. Thus, organizations need to promote resilience in employees to create a positive work environment and increase productivity.

Peer Review reports

Resilience has become an essential element in the success and well-being of employees in today’s fast-paced and demanding work environment. This is especially evident in high-pressure industries like oil and gas sector. Most oil and gas industry workers experience various stressful conditions and encounter numerous challenges and pressures in their daily work, impacting their health [ 1 , 2 , 3 ].

The Oil and Gas industry is widely recognized for its challenging and hazardous work environment in terms of safety and occupational risks. Consequently, employees in this field especially engineers frequently encounter intricate obstacles such as working under immense pressure, complying with strict safety protocols, meeting tight project timelines, and keeping up with evolving technologies and market dynamics. An Egyptian survey conducted on a group of 409 workers in the oil and gas industry showed that the work environment had a high level of psychosocial hazards, as well as mild levels of anxiety and moderate levels of depression and stress [ 4 ]. Similar studies in Nigeria and Iran also found high levels of occupational stress among employees in the Oil and Gas industry [ 5 , 6 ]. One important factor that has been found to be crucial to deal with these challenges and stress is the development of resilience and positive psychological well-being among employees. This is necessary to ensure operational efficiency, safety, and overall wellness for professionals in the industry.

Resilience is commonly referred to as the ability to recover from adversity, conflict, or failure. It can also apply to positive events, progress, and increased responsibilities. So, resilient employees have better awareness and ability to be more flexible, improvise, and adjust quickly to change [ 2 ]. Resilience has a positive impact on work outcomes like engagement, satisfaction, and performance [ 7 , 8 , 9 ]. Resilient personnel could create a problem-solving pattern that allows them to contribute best to their workplace. Also, resilient individuals are successful in dealing with workplace adversity, producing persistent and favorable work attitudes leading to engagement [ 10 ].

Work engagement is a state of mind that involves concentration, energy, and enthusiasm in one’s work. It is described as being vigorous, dedicated, and absorbed. It is beneficial for both individuals and organizations as it promotes motivation and commitment [ 10 , 11 ]. In Indonesia, a study conducted among 205 respondents working as merchandisers in Fast Moving Consumer Goods field under outsourcing companies demonstrated a positive association between employee resilience and work engagement ( r  = 0.346, p  < 0.01). The findings showed that employees who possess high resilience levels tend to exhibit greater work engagement [ 12 ]. Another study by Aggarwal (2022) unveiled a significant correlation between resilience and work engagement among employees ( r  = 0.024, p  < 0.05) suggesting that resilience and work engagement are interrelated and have a mutual impact on each other [ 13 ]..

Furthermore, resilience not only serves as a protective factor, but it can also influence employee job satisfaction. Job satisfaction can be defined as a positive feeling about one’s job as an outcome of an individual’s perception and evaluation of his work. Its level is closely associated with employee motivation and productivity [ 14 ]. An Iranian study conducted among employees of an Iranian petrochemical company revealed that the level of employees’ job satisfaction was moderate [ 6 ]. Also, a research conducted by Bernard (2021) aimed to investigate the connections between resilience, job satisfaction, and anticipated turnover among chief nursing officers throughout the United States and found a significant link between resilience and job satisfaction, with a positive correlation coefficient of 0.28 [ 15 ].

While there is existing literature on resilience, work engagement, and job satisfaction in various industries, there is a significant research gap in specifically addressing these constructs within the unique context of the oil and gas industry. Furthermore, in this context understanding engineers’ resilience, work engagement, and job satisfaction as well the factors that contribute to them is essential for maintaining a highly skilled and motivated workforce [ 2 ]. So, this study aims to investigate the complex relation between resilience, work engagement, and job satisfaction among engineers working in the oil and gas company with core concerns revolving around understanding how resilience affects work engagement and job satisfaction, and how these relationships manifest within this organizational setting. This study holds significant implications for both organizational leaders and employees. By gaining insights into the interplay of these constructs, organizations can develop targeted interventions and strategies to enhance employee well-being and performance, leading to a more resilient and satisfied workforce. The subsequent sections of this research will begin by the methodological approach employed in this study. Following this, the findings and their implications will be discussed, concluding with recommendations for future research and practical applications.

Study design

It was a cross-sectional study to examine the relation between workplace resilience, work engagement and job satisfaction. The study was conducted from May 2023 to the end of September 2023. The data were collected in the duration of June to August 2023.

The study was carried out on engineers working in an Egyptian Oil and Gas Company. Among the 3,000 employees working in the Egyptian Oil and Gas Company, 500 were engineers.

Inclusion criteria

Both males and females with the job title “engineer” and who graduated from the faculties of Engineering, Science, and Computers and Information were eligible to participate in the study.

Exclusion criteria

New engineers hired for less than a year, part-time engineers were excluded from the population.

Sample size

G*Power 3.1.9.7 software calculated sample size using exact test family, two tails, and the α error was determined at 0.05 and power = 0.80, r = correlation ρ H1 was determined twice based on correlation between resilience at work and job satisfaction ( r  = 0.28) [ 15 ],, and correlation between resilience and work engagement ( r  = 0.346) [ 12 , 16 ].

After estimation of the sample size for each outcome, the largest sample size = 97 participants. We added 10% of the sample size to adjust for non-response, so the sample size was raised into108 participants. The questionnaire was sent to those engineers, only 100 engineers responded and agreed to participate in the study which covers the required sample. So, the final recruited number of participants were 100 engineers, which represents 92.5% response rate.

Sampling technique

Engineers were recruited into the study by simple random sampling. A sampling frame of all eligible engineers was formulated by contacting the human resources department. By random generator of SPSS software program version 22, the authors selected the chosen engineers. Through the technology information department, the authors received the email addresses of the engineers. The authors sent invitations to the chosen engineers including the titles of the study, its purpose researchers’ contact information, and informed consent. By accepting the informed consent, the respondents took part in the research.

Tool of data collection

We gathered data by using a well-structured and self-administered questionnaire. The structure of the study consisted of four distinct sections. Three tools used to assess resilience, work engagement and job satisfaction are valid and reliable tools [ 17 , 18 , 19 ]. The initial section encompassed personal data, while the second section evaluated resilience by using the Resilience at Work (RAW) scale created by Winwood et al. (2013) [ 17 ]. This scale consisted of 20 items and employed a seven-point Likert scale for rating. The scores on the scale ranged from 1, indicating strong disagreement, to 7, indicating strong agreement. It is reliable instrument as the calculated Cronbach’s alpha = 0.94.

The third section explored work engagement, utilizing the nine-item Utrecht Work Engagement Scale (UWES) established by Schaufeli et al. (2006) [ 18 ]. This scale encompassed the three aspects of work engagement: vigor, absorption, and dedication. The scoring of responses is done on a 6-point Likert scale that ranges from ‘0’ (never) to ‘6’ (always), with a reliability coefficient of α = 0.96. Lastly, the assessment of job satisfaction involved the utilization of the Minnesota Satisfaction Questionnaire (twenty-item Short-Form) (MSQ). The items on this scale were rated on a five-point Likert scale, with 1 indicating very dissatisfied and 5 indicating very satisfied. Item responses were aggregated to create a total score, where lower scores indicated lower levels of job satisfaction [ 19 ]. The MSQ is a reliable questionnaire whereas the calculated Cronbach’s alpha for MSQ was 0.91.

The original questionnaire in English was bidirectionally “back–back” translated into Arabic. The English-to-Arabic translation was first done by a bilingual translator. Face validity of the Arabic translated version was tested whereas it was reviewed by another bilingual translator for accuracy. Discrepancies resolved through discussion. The questionnaire was back-translated from Arabic to English by a third translator. Adjustments are made to ensure meaning is preserved. A pilot study was carried out on 10 engineers to test the questionnaire to ensure language clarity and feasibility. Data from the pilot study was excluded from the final analysis. After performing any modification in the question’s language according to the pilot participants’ response. The final form of the translated questionnaire was distributed. It was an online Google form survey that was sent to the employees through their emails. The researchers will obtain the participants’ informed consent before starting to fill out the questionnaire.

Data management

The SPSS software program version 22 was utilized for data entry and statistical analysis. Qualitative variables were described in frequency and percentage form. While quantitative variables were summarized in the form of mean (standard deviation) or median (interquartile range). The normality of continuous data was tested by Kolmogorov-Smirnov test. The bivariate analysis employed independent samples t-test and Mann-Whitney U test. The associations between resilience, work engagement and job satisfaction scores were measured by Spearman rho correlation. Simple linear and multiple linear regressions were used to predict work engagement and job satisfaction. A significance level of p -value less than 0.05 was used to determine statistical significance.

This work has been carried out on 100 engineers working in Egyptian Oil and Gas Company. Table  1 displays the participants’ characteristics. Most were male (87%) and married (87%), had a university education (88%), and lived in urban areas (88%). The average work experience was 14.34 ± 5.93 years. Table  1 also shows the scores for resilience, work engagement, and job satisfaction: 109.25 ± 18.97, 39.82 ± 12.41, and 79.53 ± 11.67, respectively. The scores for vigor, absorption, and dedication were 12.88 ± 4.14, and 13.40 ± 4.38, 13.54 ± 4.50, respectively.

As seen in Fig.  1 , the median resilience score was 113.00 and the interquartile range (IQR) was 21.75. While the median work engagement score was 43.00 and the IQR was 20.75. However, the job satisfaction median and IQR were 80.00 and 14.75; respectively.

Box-and-whisker plot of resilience, work engagement, and job satisfaction scores ( n  = 100)

Table  2 summarizes the relation between the sociodemographic characteristics and the 3 parameters of the study. By using Mann-Whitney U test, the only significant factor was the gender for work engagement, whereas the work engagement was significantly higher among males 41.95 (11.54) than females 25. 54 (8.00).

As shown in Table  3 , there were significant correlations observed between resilience, work engagement, job satisfaction, and the subscales of work engagement such as vigor, dedication, and absorption. The correlation between resilience and work engagement was found to be significantly positive with a moderate correlation coefficient of rho = 0.356. Similarly, the correlation between work engagement and job satisfaction was also significant with a correlation coefficient of rho = 0.396. Furthermore, there was a strong correlation observed between resilience and job satisfaction (rho = 0.608). Additionally, all the subscales of work engagement showed a significant positive strong correlation.

Table  4 demonstrates the significant predictors of work engagement by simple linear and multiple linear regressions as follows: gender, (female coefficient = -16.416, 95% CI= -23.00 - -9.83, -15.517, 95% CI=-21.597 - -9.436; respectively), resilience (coefficient = 0.254, 95% CI = 0.133–0.375, 0.235, 95% CI= -21.597- -9.436; respectively).

With regards to job satisfaction predictors, as seen in Table  5 , resilience and work engagement were significant predictors, resilience coefficient by univariate analysis was 0.366, 95% CI = 0.266–0.465, and by multivariate regression was 0.294, 95% CI = 0.192–0.395. Moreover, the coefficients of work engagement were 0.457, 95% CI = 0.293–0.622 and 0.283, 95% CI = 0.128–0.438 by univariate and by multivariate analyses respectively.

Engineers in oil and gas industry may face high pressures at work due to ongoing global change, economic recession, and work intensification.These pressures can negatively impact their psychological and physical health, as well as their engagement at work. In this study, we aimed to examine the relation between resilience, work engagement, and job satisfaction among engineers working in an Egyptian gas and oil company.

This study therefore set out in a sample of 100 engineers. The mean age was 39.02 ± 6.92 years. The male gender constituted the majority (87%) of the sample population, while an equal proportion of the sample (87%) were reported to be married, and the sample’s educational attainment was a university education (88%). The mean duration of employment was 14.34 ± 5.93.

Resilience refers to individuals’ ability to effectively handle significant change, adversity, or risk by raising the threshold at which stress arousal occurs [ 20 , 21 ]. Based on the present study, the mean resilience score among the surveyed engineers was 109.25 ± 18.97. This indicates that, on average, the engineers in our study demonstrated a relatively high level of resilience. In contrast, an Ethiopian study examining burnout and resilience levels among healthcare professionals reported a lower mean resilience score compared to our study’s engineers, with a score of 78.36 ± 17.78 [ 22 ]. The difference can be explained by various factors. These factors include differences in the sampled populations, like the specific industry or qualifications of the engineers and the challenges faced by health professionals. Cultural and contextual factors, such as societal norms and work environments, may also have affected resilience levels differently in the two groups. Additionally, Chen et al. (2017) conducted a study on Canadian construction workers and found that higher resilience scores were linked to better stress management abilities at work [ 23 ].

Work engagement is made up of three dimensions: vigor, dedication, and absorption. Employees who are engaged demonstrate a high level of energy and mental resilience, and they willingly put in a significant amount of effort into their assigned tasks. Additionally, they express enthusiasm and take pride in their work [ 24 ]. In our study, the mean work engagement score among engineers was 39.82 ± 12.41. While, the mean job satisfaction score was 79.53 ± 11.67. Regarding, dimensions of work engagement, the most obvious finding was that vigor was strongly linked to both absorption and dedication ( r  = 0.835, 0.865, p  < 0.05), respectively. Also, a strong correlation was observed between dedication and absorption ( r  = 0.885, p  < 0.05). A similar finding has been identified by Abd Elhamed and Hessuin, (2022) who reported a significantly strong positive correlation between all features of work engagement vigor, dedication, and absorption [ 25 ].

Another important finding was the presence of a statistically significant and moderate correlation between resilience and work engagement ( r  = 0.356, p  < 0.05). The multivariate analysis further revealed that resilience significantly predicted work engagement, as indicated by the coefficient value (B = 0.235), indicating that engineers with higher levels of resilience were more likely to experience higher levels of work engagement. It is worth mentioning that vigor, absorption, and dedication exhibited significant correlations with resilience ( r  = 0.393, r  = 0.286, r  = 0.296, p  < 0.05), respectively. This can be clarified by referring to the conservation of resources theory (COR) which focuses on resources and suggests that individuals are motivated to protect and develop their personal resources in order to flourish and deal with stress. Individuals with high levels of personal resources are more likely to show resilience [ 26 ]. As a result, resilient individuals are better prepared to handle job demands and setbacks, preserving their resources and maintaining high levels of work engagement. Additionally, resilience can positively affect work engagement as they allow employees to maintain positive attitudes and create conditions that facilitate achieving goals, also enable individuals to appraise themselves and adapt to their environment effectively [ 10 ]. This association was confirmed in a study of German healthcare professionals, showing a significant link between resilience and work engagement [ 27 ]. Similarly, in a study conducted on 106 South African call center employees, Simons and Buitendach provided evidence of a statistically significant strong correlation between work engagement and resilience ( r  = 0.82, p  ≤ 0.01). In relation to the subscales of work engagement, They found a statistically significant correlation between vigor and resilience ( r  = 0.48, p  ≤ 0.01). A statistically significant link was also observed between dedication and resilience ( r  = 0.33, p  ≤ 0.01), while absorption showed a similar statistically significant correlation with resilience ( r  = 0.34; p  ≤ 0.01) [ 28 ]. In previous studies conducted by Malik and Garg (2018) focusing on Indian employees in the Information technology sector, as well as Abd Elhamed and Hessuin (2022) examining Egyptian nurses, a noteworthy correlation between work engagement and resilience was observed [ 2 , 25 ].

Contemporary evidence indicates that a significant relationship can be observed between resilience and work happiness, job satisfaction, job performance, and organizational commitment [ 21 , 29 , 30 ]. Interestingly, we also noticed a strong correlation ( r  = 0.608, p  < 0.05) between resilience and job satisfaction. This implies that as resilience is enhanced, job satisfaction also increases. It is worth noting that also resilience emerged as a significant predictor of job satisfaction (B = 0.294).

One potential reason is that resilience enables the maintenance of effective performance and the ability to deal with challenges. Additionally, it promotes the fulfillment of developmental objectives and is related to mental well-being and overall wellness. Accordingly, highly resilient people have good self-esteem and health and can handle work challenges well, leading to increased efficiency, productivity, and eventually job satisfaction. The relationship could also be clarified using the job demands-resources (JD-R) model. In this model, job characteristics are divided into job demands and resources. Job demands, such as workplace adversity and demands, along with job resources, like resilience, can predict a range of positive and negative job-related outcomes, including burnout and job satisfaction, as well as personal outcomes such as health and well-being [ 31 ]. Piotrowski et al. (2022) have employed a similar design to examine resilience, occupational stress, and job satisfaction among nurses and midwives in Poland during the Covid-19 pandemic. According to their findings, there is an average correlation between job satisfaction and resilience ( r  = 0.30, p  < 0.01). In addition, their study has identified resilience as a statistically significant predictor of job satisfaction (coefficient = 0.17, p  < 0.001) [ 14 ]. Similarly, Srivastava and Madan (2020) have investigated the relationship between resilience and career satisfaction among middle-level managers in private banks in India. They have discovered a significant association between resilience and job satisfaction (B = 0.22, p  < 0.01) [ 9 ]. Kim et al. (2011), Rahmawati (2013), Hudgins (2016), and Ghandi et al. (2017) have all found evidence to support the notion that there is a significant correlation between job satisfaction and resilience. These researchers have reported correlation coefficients of 0.380, 0.366, 0.51, and 0.56, respectively, all of which are statistically significant at p  < 0.05 [ 32 , 33 , 34 , 35 ]. Comparably, research conducted in Singapore revealed a strong correlation between resilience and the level of job satisfaction experienced by psychiatric nurses (B = 0.109, p  = 0.003) [ 36 ]. The varying degrees of correlations could be partly related to the nature of the job as well as different tools used to assess job satisfaction and resilience.

This study’s findings further indicated a significant moderate association between job satisfaction and work engagement ( r  = 0.396, p  < 0.05). In this study, vigor, dedication, and absorption had significantly moderate correlation with job satisfaction ( r  = 0.416, r  = 0.341, r  = 0.322, p  < 0.05), respectively. It is worth noting that work engagement was a significant predictor of job satisfaction (B = 0.283). This implies that engineers who were more involved in their work expressed greater levels of satisfaction with their job. Consequently, these findings highlight the significance of work engagement as a crucial factor in determining job satisfaction. A likely explanation for this might be that work engagement contributes to a sense of accomplishment, experience of personal growth and job enrichment as well as perceiving work as rewarding and meaningful, resulting in job satisfaction. Similarly, job satisfaction enhances motivation, commitment, and enthusiasm toward work, creating a positive environment. It leads to increased work engagement and a sense of belonging. Together, job satisfaction and work engagement create a positive cycle. Our findings align with the work done by Jenaro et al. (2011), which concluded that vigor and dedication were significantly linked to job satisfaction [ 37 ]. Similarly, a study in Turkey revealed that work engagement of certified public accountants is positively relate with job satisfaction demonstrating that employee’s higher resilience and work engagement were more satisfied with their job [ 38 ]. In line with the findings, a study by Ge et al. (2021) on Chinese healthcare workers also discovered that work engagement and job satisfaction are correlated ( r  = 0.525, p  < 0.01) [ 39 ].

Clearly, it is evident that comparable trends have been identified in numerous sectors in numerous research studies which have demonstrated a positive correlation between resilience, work engagement, and job satisfaction across various occupations. This suggests that these factors play a crucial role in overall job satisfaction and well-being. Moreover, despite the diverse demands and stressors faced by different professions, the overarching theme of the significance of resilience and work engagement in improving job satisfaction remains constant.

Regarding the relationship of sociodemographic and work-related characteristics with resilience, work engagement, and job satisfaction, this study showed that gender specifically being male was significantly associated with higher mean work engagement ( p  < 0.05). Additionally, in this study, the multivariate analysis revealed that among demographic and work-related variables only gender was a significant predictor of work engagement (female coefficient =-15.517). Males may seem more engaged at work for various reasons. Stereotypes and biases linking engineering to masculinity may deter women from pursuing careers in this field. Consequently, there may be fewer female engineers and potentially lower engagement levels among those who do enter the field. Furthermore, Societal expectations and traditional gender roles can hinder women from balancing work and family responsibilities, making it harder for them to fully engage in their careers.

However, this study has been unable to demonstrate associations between other sociodemographic, work-related characteristics, resilience, work engagement, and job satisfaction. The reason for this is not clear but it might be explained in this way; sociodemographic data (e.g., age, gender, education) and work duration may shed some light on individuals’ experiences, but they do not fully determine job satisfaction, resilience, or work engagement. Also, multiple factors, including the nature of the work, work-life balance, relationships with colleagues and supervisors, growth opportunities, and personal characteristics (e.g., psychological factors, emotional intelligence), can influence job satisfaction, resilience, as well as work engagement [ 40 ].

The objective of our research was to examine the relationship between resilience, work engagement, and job satisfaction among engineers in an Oil and Gas company. By investigating these relationships, we aimed to provide insights into the factors that contribute to engineers’ job satisfaction within this specific industry context. Our findings successfully addressed this objective and shed light on the interplay between resilience, work engagement, and job satisfaction among engineers. Therefore, the results of our study have important implications for occupational psychology. Our research provides evidence of the relationship between resilience, work engagement, and job satisfaction, which improves our understanding of these concepts. The findings also emphasize the significance of resilience and work engagement in boosting job satisfaction for engineers. Accordingly, it is crucial to the Oil and Gas sector which is a high-pressure industry to implement strategies to support and enhance these factors among its employees by offering opportunities for growth, and creating a supportive work environment.

Study limitations

While this study sheds light on the link between resilience, work engagement, as well as job satisfaction, several limitations should be acknowledged. Firstly, this study utilized a cross-sectional survey design, which makes it challenging to establish causal relationships among the variables. To address this issue, future research should employ longitudinal designs to examine the temporal relationships between these variables. Secondly, the study was performed within a specific oil and gas company, limiting the generalizability of the findings to other organizations within the industry or to engineers in different sectors. Further research should explore these relationships in diverse companies and industries to provide a broader understanding of the associations between resilience, work engagement, and job satisfaction. Thirdly, the data were gathered through self-report measures, which may introduce information bias. Future research could incorporate objective measures or multiple sources of data to enhance the validity of the findings.

In conclusion, our study highlights the positive associations between resilience, work engagement, and job satisfaction among engineers within an Oil and Gas company with resilience was a significant predictive factor of both work engagement and job satisfaction. Additionally, this study indicates a significant positive correlation between work engagement and job satisfaction, highlighting the crucial role of resilience and work engagement in fostering job satisfaction among employees.

Recommendations

Overall, this research strengthens the idea that organizations particularly in the Oil and Gas sector should prioritize initiatives and programs that focus on improving the resilience of their staff members. This can involve providing resources for stress management, workshops or training to enhance resilience, and promoting a culture that values emotional well-being and personal growth. Furthermore, it is recommended that companies actively promote work-life balance in order to assist employees in building and sustaining resilience and engagement at work, with a particular emphasis on female workers. In the future. Longitudinal studies could be conducted to examine the causal relationships between resilience, work engagement, and job satisfaction among engineers in the Oil and Gas industry. Moreover, qualitative research could be employed to delve into the specific mechanisms and factors that contribute to resilience and work engagement within this particular industry. Lastly, it would be beneficial to examine the effects of organizational interventions and support systems on resilience, work engagement, and job satisfaction in order to develop evidence-based practices and policies.

Data availability

The datasets utilized and/or analyzed in the present study can be accessed by reaching out to the corresponding author through a reasonable inquiry.

Abbreviations

Resilience at Work

Utrecht Work Engagement Scale

Minnesota Satisfaction Questionnaire

Standard Deviation

Interquartile Range

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Open access funding provided by The Science, Technology & Innovation Funding Authority (STDF) in cooperation with The Egyptian Knowledge Bank (EKB).

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Department of Public Health, Community Medicine, Environmental Medicine, and Occupational Medicine, Faculty of Medicine, Suez Canal University, Ismailia, Egypt

Bassma Abdelhadi Ibrahim & Sarah Mohamed Hussein

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Both authors, BAI and SMH, actively participate in the selection of the topic, formulation of the research proposal, and collection of data. SMH takes charge of analyzing the data and composing the results, while BAI assumes responsibility for writing the discussion. The manuscript is a collaborative effort between both authors, who diligently work together to ensure its quality. Furthermore, they thoroughly review and give their approval to the final version.

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The study received approval from the Research Ethics Committee of Faculty of Medicine, Suez Canal University approval No. 5363# on 22/6/2023. The participants agreed on the ethical consent before starting to fill out the survey. The ethical consent agreement was a required section before the questions. The informed consent described the aim of the study, purpose of research, researchers’ information, and voluntary participation. Questionnaires were anonymous to ensure confidentiality of data.

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Ibrahim, B.A., Hussein, S.M. Relationship between resilience at work, work engagement and job satisfaction among engineers: a cross-sectional study. BMC Public Health 24 , 1077 (2024). https://doi.org/10.1186/s12889-024-18507-9

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Received : 07 October 2023

Accepted : 02 April 2024

Published : 18 April 2024

DOI : https://doi.org/10.1186/s12889-024-18507-9

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