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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

Let us help you engage your employees, onboard new hires safely, efficiently, and effectively., are you interested in improving your hr organization.

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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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: Modern approach to employee engagement

Informed insights and a sophisticated mix of digital communication are unlocking the power of employee engagement to improve health and lower costs.

When employees are engaged in their health care by actively using the programs and services available to them, outcomes improve, costs can decrease and employees may be more productive.

The most effective engagement strategies start with consumer-centric research to understand employee behavior. UnitedHealthcare has developed an on-demand insights panel that provides real-time consumer feedback and identifies employee pain points, barriers and motivators.

Then, to inform and maximize employee conversion and engagement, messages, concepts and campaigns are rapidly tested and refined.

As the right message is crafted for each target audience, a number of data-driven steps are taken to reach each employee at the right time in the right place. That means developing a strategy to reach employees exactly when they are in need of a relevant cost-saving or health solution. Thus, based on where employees are searching, reading, viewing and buying, UnitedHealthcare can deliver the right message — reaching the people looking for that message at, or around, the time they are searching for it.

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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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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: A Case Study

• Author: Sheryl McAtee
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• 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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Yet, it faces a unique set of challenges when it comes to employee engagement .  In a study conducted by Gallup , it was revealed that only 15% of employees in the IT sector consider themselves engaged at work, a stark contrast to the 30% engagement rate across other industries.

Case Study: How a legal firm used an intranet to create an innovative knowledge hub

MARCH 19, 2021

Our newest case study features Toronto-based legal firm Leczner Slaght. All of the ThoughtFarmer customers we talked to spoke highly of the product including its ease of use, its ability to scale, and its implementation process,” said Lindsey. Unfortunately, yet not surprising, over time it failed to deliver on its expectations.

65 Fun and Creative Employee Engagement Activities for Your Team

MAY 8, 2023

Employee engagement refers to the emotional commitment and dedication that employees have towards their job, company, and its goals. It is important to a productive and successful workplace, as engaged employees are more motivated, productive , and satisfied with their jobs.  

People Analytics and HR-Tech Reading List

Littal Shemer

OCTOBER 11, 2022

It is primarily focused on examples related to the analysis of people and talent, and includes a step-by-step guide and easily reproducible examples and code so that the methods can be put into practice immediately” The Science of Dream Teams: How Talent Optimization Can Drive Engagement , Productivity , and Happiness Mike Zani (2021).

The Positive Spiral of Frequent Employee Appreciation

FEBRUARY 25, 2020

What if just one change to your workplace culture could foster employee engagement , boost productivity , strengthen teams, and positively impact your company’s bottom line? Case studies prove otherwise. A great example of how this works is a case study done wit h Discover.

Southern Company Gas gained $3.9M in productivity. Conagra can do the same!

JANUARY 13, 2021

What they learned was that this access and engagement would also yield a number of critical business results. in productivity . Download the case study and put their techniques into practice, using your existing platform.

10 Employee Engagement Trends for 2019

DECEMBER 18, 2018

Employee engagement is a very abstract concept. It is defined as the “emotional connect” that an employee feels towards its organization. However, reports and statistics reveal some common drivers of employee engagement . Same goes for employee engagement . 10 Employee Engagement Trends for 2019.

NSF International – An Employee Recognition Case Study

MARCH 31, 2015

Business experts agree that an organization can have a great product , a bullet-proof business plan, and top-notch marketing, yet all of these components are not enough to ensure success. Without engaged employees , organizations will struggle to prosper. Employees want recognition for their contributions. Register Today.

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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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Employee Retention Quiz: Retention with Intention

4 Types of Employee Turnover You Need to Analyze

15 Employee Turnover Statistics To Shape Your Retention Strategy

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Case Studies

Wellbeing & Employee Engagement Case Study: Mars  

This content is part of the Wellbeing Zone

The wellbeing subgroup was launched in August 2013 to build on the paper “Why wellbeing matters: Sustaining Employee Engagement & Wellbeing” . Chaired by Wendy Cartwright, former HRD for the Olympic Delivery Authority, the group sought to build upon the great work already taking place and provide a “wellbeing, nailing the evidence” whitepaper. Please access the whitepaper here .

The evidence in this whitepaper report has been drawn from three distinct perspectives: academic research, research by consultancies and organisational case studies. There are small case study vignettes in the main body of the report, but more detailed case studies for each of these are available on this website. One of these case studies were from Mars. The vignette can be found below as well as in the white paper.

One particular campaign included resilience workshops, the opportunity to have blood pressure, cholesterol, BMI and glucose checks. 238 associates in 34 teams of 7 also took part in a 16-week pedometer challenge. 89% said the campaign positively supported their energy levels and resilience, 68% said the challenge had helped them make long term changes to help their wellbeing. There was a decrease in absence due to mental health related issues and a decrease in stress related problems. Additionally, employees reported an increase in the quality of their sleep and daily productivity.

Why is health and wellbeing important at Mars?

At Mars, we believe associates are at the heart of our business and drive our performance. Supporting associates in managing  their  health & wellbeing is a mutual benefit to Mars, our associates and their families.  Understanding wellbeing and the impact on performance is key in delivering our business objectives and our ability to compete in a competitive market both today and tomorrow.

Mars believe that wellbeing underpins engagement and productivity. Gallup have been exploring the demands of a ‘life well lived’ to understand what differentiates lives that are spent thriving from those that are spent struggling or suffering.

The five elements are: Career Wellbeing – liking what you do each day Social Wellbeing – strong relationships and love in your life Financial Wellbeing – effective management of economic life Physical Wellbeing – good health and energy Community Wellbeing – involvement with the area where you live

As part of Mars involvement with the Engage for Success wellbeing subgroup, the full case study details are here.

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Workplace Dynamics

The employee engagement-performance myth, why happy, engaged workers don't always mean big profits..

Updated March 11, 2024 | Reviewed by Jessica Schrader

• Employee engagement alone doesn't guarantee an organisation's financial success.
• Engagement initiatives rarely "work" and often fail to provide tangible returns on investment.
• Few studies find a positive link between engagement and real-world objective financial performance metrics.

Companies are always looking for ways to boost employee performance and financial success. One widely used strategy centers around improving employee engagement. The belief is that nurturing engaged, happy employees will lead to increased productivity , better customer service, and ultimately higher profits. However, the harsh reality is that employee engagement alone doesn't necessarily translate into better financial performance.

Organizations invest millions in engagement initiatives like rewards programs, team-building activities, and wellness plans, yet these rarely "work." While these efforts may boost morale and create a positive environment, they often fail to deliver a real return on investment. The truth is, if these initiatives don't directly impact core business metrics, they don't really matter from a financial standpoint.

While the concept sounds appealing, the notion that employee engagement alone will in fact lead to financial performance is thus a major fallacy. But let's delve deeper into why this notion is misleading and what the alternatives are.

The Engagement Fallacy

What exactly do we mean by "work engagement"? Essentially, it's about creating a positive, fulfilling work environment where employees feel energized, dedicated, and absorbed in their tasks.

Proponents of engagement argue that happy and engaged employees will naturally work harder, be more committed, make better decisions, and be more productive in their roles, thus leading to higher revenues and more profits. Indeed, a significant body of research has shown that employee engagement is slightly to moderately related to subjective reports of task or job performance.

Yet subjective reports of job performance rarely predict overall business unit or company financial performance. This oversimplified engagement-performance link fails to account for the complex interplay between the drivers of individual motivation , the organisation’s culture, climate and growth strategy, and the ever-changing business landscape.

Thus, it’s not surprising that research has increasingly started to question the assumed relationship between “soft” employee experiences (like work engagement) and real-world “hard” business performance metrics (like revenue, profitability, stakeholder value, and overall financial success).

Surprisingly, academic research linking subjective employee experiences to real-world financial or hard performance is quite sparse. In the very few studies where the relationship between employee engagement and financial performance was investigated, the empirical evidence supporting this notion was far from conclusive.

Several studies have failed to establish a consistent and significant relationship between work engagement and financial performance outcomes. While some research suggests a weak correlation between the two factors, others find no significant relationship whatsoever.

Moreover, even when a small and marginally significant relationship was found, the results were often confounded by many contextual factors like industry type, the size of the organization, and the economic conditions in which the company has to operate. Yet the oversimplified belief that an engaged employee will result in better real-world financial performance of a company remains quite prevalent in both science and practice despite the lack of empirical evidence.

The Missing Link: The Data-Driven Approach

Engagement alone doesn't guarantee employees make decisions contributing to the bottom line. Engaged employees lacking a clear understanding of how their contributions impact the organization's financial success may inadvertently invest their energy into activities that yield little tangible returns. The key to driving financial performance is thus not in fostering engagement, but rather in ensuring job characteristics and employees' efforts are aligned with the company’s strategic objectives and organisational growth goals.

The challenge, however, is to ensure that the right growth-orientated metrics are identified and that these metrics are, indeed, predictive of an organisation’s growth goals and financial growth targets. So rather than relying solely on engagement metrics, companies should adopt a more comprehensive and data-driven approach to their organisational development, talent management , and performance management strategies.

Financial performance should be viewed as a process and an outcome of various “triggers” (e.g., job characteristics), process factors (e.g., motivation, or customer satisfaction), and contextual factors (e.g., organisational policies and procedures). To identify the right factors, companies should dissect their organisational strategy, growth goals and values, job design models, employee capability profiles, and job characteristics in order to identify important predictors of financial performance. These should then be actively measured and modeled to determine the most appropriate “route” to take or “factors” that need to be addressed to ensure financial performance.

For example, in a car dealership, sales performance depends on capabilities (e.g., negotiation skills), job characteristics (e.g., manager support), environmental factors (e.g., inventory availability), and rewards (e.g., commission structure). We know that these factors lead to improved organisational commitment and extra-role behaviours. These factors in turn “predict” sales numbers and financial performance.

Although all of these factors are theoretical predictors of our outcome, some may be more important than others in a given financial cycle. For example, there may be more work pressure at the end of a financial cycle and perhaps less at the beginning. Or where psychological flexibility or creativity may be a stronger predictor of financial performance in times of crisis (like the COVID-19 pandemic) as opposed to normal day-to-day routines.

Measuring these factors and figuring out the “strongest” or most relevant predictors at any given time can help target the allocation of resources or interventions to address the issues that would get us the most proverbial “bang for our buck.” In other words, not all factors are equally important at any given moment and we need to identify the right and most important factors to address to help us get to our outcome.

By leveraging advanced data analytics and adopting a more data-driven decision-making approach, organizations can gain valuable insights into the specific drivers of financial performance within their unique business context. This approach allows companies to identify the most impactful areas for investment and prioritize initiatives that directly contribute to achieving their financial goals.

While employee engagement fosters a motivated workforce, it shouldn't be the sole focus of HR efforts. Companies chasing engagement metrics without understanding their financial impact risk misallocating resources toward activities failing to achieve desired business outcomes. Instead, organizations must embrace a balanced, data-driven approach aligning employee efforts with strategic objectives and prioritizing initiatives proven to significantly contribute to financial success.

Handoyo, A. W., Devie, J., & Juniarti, A. (2019). Employee Engagement Fail to Boost the Relationship Between Learning Organization and Financial Performance. Advances in Economic, Business and Management Ressearch , 103(1), 242-256.

Iddagoda, Y. A., & Opatha, H. H. D. N. P. (2017). Identified research gaps in employee engagement. International Business Research , 10 (2), 63-73.

Lund, H. M. (2019). The Relationship between Employee Engagement and Financial Performance in the Business-to-Business Market. In Knowledge Economy Society: Contemporary Organisations in the Process of Institutional Transformations (pp 305-514). Cracow University Press

Neuber, L., Englitz, C., Schulte, N., Forthmann, B., & Holling, H. (2022). How work engagement relates to performance and absenteeism: a meta-analysis. European Journal of Work and Organizational Psychology , 31 (2), 292-315.

Llewellyn E. van Zyl, Ph.D. , is a professor of positive psychology at the Optentia Research Unit within the North-West University and is attached to the Eindhoven University of Technology.

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32 Employee Engagement Games For A More Engaged Workforce

Boost workplace vibes with employee engagement games! Transform your office culture, foster teamwork, and keep everyone motivated.

Mar 11th 2024 • 11 min read

What Is Employee Engagement?

Employee engagement is a crucial aspect of fostering a positive and inclusive work environment. When employees are engaged, they are emotionally committed to their work, feel a sense of belonging, and are motivated to contribute their best efforts to achieve organizational goals. This emotional attachment and dedication lead to increased productivity, improved job satisfaction, higher job retention rates, and ultimately, a more positive workplace culture.

Employee Engagement on Loyalty and Turnover Rates

Engaged employees are more likely to go the extra mile, collaborate effectively with their colleagues, and actively seek ways to contribute to the success of the organization. When employees feel valued, heard, and appreciated, they are more likely to develop a strong sense of loyalty toward their employer. This loyalty can translate into reduced turnover rates, as engaged employees are less likely to seek opportunities elsewhere.

Fostering Innovation and Inclusivity

By prioritizing employee engagement, organizations can create a work environment where individuals feel empowered to voice their opinions, share their ideas, and participate in decision-making processes. This inclusiveness not only boosts morale but also encourages diversity of thought and innovation within the company.

Beyond Morale

A positive work environment characterized by high levels of employee engagement can have a ripple effect on various aspects of the organization. From improved customer satisfaction to increased profitability, the benefits of investing in employee engagement are far-reaching and can significantly impact the overall success of the business.

Shaping Organizational Culture

Employee engagement plays a vital role in shaping the culture of an organization and building a strong foundation for collaboration, productivity, and success. By prioritizing engagement through various initiatives, including employee engagement games, organizations can create a workplace where employees feel valued, motivated, and inspired to give their best every day.

Related Reading

• Why Is Employee Engagement Important • Employee Engagement And Retention • Employee Engagement Importance • Employee Engagement And Motivation • Objectives Of Employee Engagement • Employee Engagement Action Plan • Remote Employee Engagement

Importance of Employee Engagement

Increased productivity.

Employee engagement games play a crucial role in boosting productivity within an organization. Studies, such as those conducted by Gallup, have shown that a sense of isolation among employees can impact productivity by up to 21%. By incorporating engaging games that promote teamwork, communication, and collaboration, organizations can mitigate feelings of isolation and enhance productivity levels among employees.

Higher Employee Retention

Employee engagement games can significantly contribute to higher employee retention rates . Research from Gusto revealed that 54% of employees have stayed in jobs longer than they felt was in their best interest due to a strong sense of belonging. By fostering a sense of community and camaraderie through interactive games, organizations can create a positive work environment where employees feel valued and connected, leading to increased retention rates.

Higher Job Satisfaction

Employee engagement games are instrumental in enhancing job satisfaction among employees. When employees are actively engaged in fun and meaningful activities, they are more likely to feel motivated, fulfilled, and satisfied in their roles. This heightened job satisfaction can lead to increased morale, reduced turnover, and a more positive work culture overall.

Increased Revenue

High employee engagement, facilitated by engaging games, can have a direct impact on an organization's revenue. Engaged employees are more productive, innovative, and motivated, leading to improved performance and ultimately higher revenue generation. By investing in employee engagement games, organizations can create a conducive environment for growth and success, resulting in a positive impact on the bottom line.

Better Customer Experience

Employee engagement games indirectly contribute to a better customer experience. Engaged employees who are satisfied in their roles are more likely to deliver exceptional customer service, going above and beyond to meet customer needs and expectations. By fostering a culture of engagement through interactive games, organizations can improve employee morale, which in turn translates to a superior customer experience and increased customer loyalty.

Benefits Of Employee Engagement Games

Promote team building: cultivating a cohesive work environment.

Employee engagement games play a vital role in promoting team building within a company. By encouraging teamwork and collaboration among colleagues, these games create a sense of unity and community among employees. As per the statistics from Surf Office, where 90% of employers emphasize the importance of a strong sense of community for success, engagement games serve as a catalyst in fostering this bond.

Through activities that require individuals to work together towards a common goal, employees learn to communicate effectively, trust one another, and leverage each other's strengths. This not only enhances the overall productivity of the team but also boosts employee morale and satisfaction.

Reduces Stress: Injecting Fun into the Workday

Employee engagement games provide a refreshing break from the monotony of routine tasks, injecting an element of fun and excitement into the workday. By offering employees an opportunity to unwind, relax, and engage in enjoyable activities, these games help alleviate stress levels.

The mere act of playing games can serve as a stress-reliever and a mood enhancer, enabling employees to return to work with a renewed sense of energy and focus. Consequently, this leads to a more positive work environment where employees feel motivated and content, ultimately boosting overall engagement levels.

Enhance Communication: Breaking Down Barriers and Fostering Relationships

Games have the unique ability to enhance communication among team members by providing a platform for interactions in a casual and relaxed setting. Through engaging in these activities, employees are encouraged to communicate openly, share ideas, and collaborate effectively.

This, in turn, helps in breaking down barriers between individuals, fostering stronger relationships, and building trust within the team. Improved communication not only enhances team dynamics but also leads to a more cohesive and harmonious work environment where ideas flow freely, and feedback is readily exchanged.

Improve Problem-Solving Skills: Fostering Critical Thinking and Adaptability

Many employee engagement games require participants to employ problem-solving and critical thinking skills to overcome challenges and achieve objectives. By engaging in these activities, employees have the opportunity to develop and sharpen their problem-solving abilities, enhancing their overall skill set.

The skills acquired through playing these games, such as analytical thinking, creativity, and adaptability, are highly transferable to the workplace. Employees learn to approach problems from different perspectives, think innovatively, and collaborate effectively with their peers to find solutions. Consequently, this not only boosts individual capabilities but also contributes to the collective problem-solving prowess of the team.

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Icebreaker Games: Breaking Down Barriers and Building Connections

1. two truths and a lie.

Each team member shares two truths and one lie about themselves, and others have to guess which statement is false.

2. Human Bingo

Participants mingle to fill out bingo cards with interesting facts about their colleagues.

3. Speed Networking

Utilizing a speed-dating format for professional networking to encourage quick interactions.

4. The Name Game

Players describe themselves using adjectives that start with the same letter as their name.

5. Would You Rather

Participants choose between two options, sparking discussions and revealing preferences.

6. Desert Island Scenario

Teams must collectively decide which items to bring to survive on a desert island.

7. Baby Picture Guessing Game

Guessing which baby picture belongs to each team member adds a personal touch to the game.

Team Building Activities: Fostering Collaboration and Unity

8. egg drop challenge.

Teams construct a device to protect an egg from a high drop, testing innovation and teamwork.

9. Blindfolded Obstacle Course

Guiding blindfolded team members through an obstacle course emphasizes trust and communication.

10. Team Jigsaw Puzzle Race

Racing to complete a jigsaw puzzle as a team enhances coordination and cooperation.

11. Minefield

Navigating a "minefield" with guidance from teammates promotes strategic thinking and clear communication.

12. Tower Building Challenge

Building the tallest tower using limited resources highlights problem-solving and creativity.

13. Escape Room Challenge

Solving puzzles and riddles within a time limit fosters teamwork, critical thinking, and decision-making.

14. Group Problem-Solving Scenarios

Working together to tackle complex scenarios encourages brainstorming and collaboration.

Learning Games: Engaging Minds and Enhancing Skills

15. trivia quiz.

Testing knowledge on various topics to promote learning and friendly competition.

16. Role-Playing Exercises

Acting out scenarios to improve communication, empathy, and problem-solving skills.

17. Case Study Analysis

Analyzing real-life cases to enhance decision-making and critical thinking.

18. Product Knowledge Game

Quizzing employees on product information to boost understanding and sales expertise.

19. Crossword Puzzle

Solving puzzles related to work topics to reinforce learning in a fun way.

20. Industry Simulation Games

Simulating industry scenarios to train employees in a realistic environment and improve skills.

Wellness Games: Nurturing Health and Well-Being

21. daily steps challenge.

Encouraging employees to track and increase their daily steps for physical activity.

22. Office Yoga

Incorporating yoga stretches and mindfulness exercises into the workday for relaxation and stress relief.

23. Healthy Recipe Exchange

Sharing healthy recipes to promote nutritious eating habits and culinary diversity.

24. Water Intake Challenge

Monitoring and increasing daily water intake for better hydration and health.

25. Wellness Bingo

Completing wellness-related tasks to promote healthy habits and well-being.

Virtual Games: Connecting Remote Teams and Fostering Engagement

26. virtual trivia night: hosting trivia sessions online to engage remote teams and test knowledge., 27. online pictionary.

Playing the classic drawing and guessing game digitally for a fun and interactive experience.

28. Virtual Escape Rooms

Solving virtual puzzles and challenges together to stimulate problem-solving skills and teamwork.

29. Multiplayer Video Games

Playing online games as a team to bond, communicate, and strategize together.

30. Virtual Scavenger Hunt

Searching for items or answers online encourages collaboration and creativity.

31. Online Board Games

Playing digital versions of classic board games for a fun and competitive virtual experience.

32. Virtual Talent Show

Showcasing talents and creativity virtually to boost morale and team spirit.

Tips For An Effective Engagement Game Session

Assessing team preferences.

To ensure successful engagement games, start by understanding your team's preferences. Conduct surveys, one-on-one meetings , or team-building activities to gauge interests, hobbies, and preferred communication styles. By tailoring games to match these preferences, you increase the likelihood of participation and enjoyment.

Setting Clear Objectives

Clearly defining objectives is crucial for effective engagement games. Determine what you aim to achieve through the games, whether it's fostering teamwork, boosting morale, or enhancing communication. Communicate these objectives transparently to the team to create alignment and motivation. For a seamless gifting experience based on your team's preferences, consider using Giftpack's AI-driven platform for bespoke gifts. Give Your Employees Bespoke Gifts With Giftpack.

Providing Rewards and Incentives

Motivate participation in engagement games by offering enticing rewards and incentives. Whether it's gift cards, extra time off, or personalized gifts, make sure the rewards align with what appeals to your team. By incorporating Giftpack's customized gifting solutions, you can elevate the rewards to a whole new level, making the experience memorable and personal for each individual. Give Your Employees Bespoke Gifts With Giftpack.

Collecting Feedback

To continuously improve engagement games, gather feedback from participants. Use surveys, feedback forms, or informal discussions to understand what worked well and areas for enhancement. By implementing suggested improvements, you show your commitment to creating engaging experiences for your team.

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Build A Meaningful Employee Recognition Program With Ease with Giftpack

One crucial aspect often overlooked is the impact of personalized corporate gifting. Giftpack stands out as a game-changer in this arena, leveraging custom AI algorithms to create tailored swag box options that maximize the impact of each gift. By delving into an individual's demographics, preferences, social media activity, and digital footprint, Giftpack ensures that every gift selection is meticulously crafted to resonate with the recipient, whether they are an employee, a customer, a VIP client, a friend, or a family member.

The Global Reach of Giftpack and its User-Friendly Platform

With global delivery capabilities, Giftpack transcends geographical barriers, making personalized gifting accessible on a large scale. This not only enhances employee engagement but also fosters meaningful connections across the globe. The platform's user-friendly interface further simplifies the corporate gifting process, allowing organizations to effortlessly show appreciation to their employees or clients.

Curated Selections from a Vast Catalog of Over 3.5 Million Products

Giftpack's extensive catalog of over 3.5 million products offers a diverse range of options to choose from, ensuring that each gift is unique and thoughtful. The ever-increasing selection includes both locally and globally sourced gifts, allowing for a truly personalized touch in every gifting scenario. This curated approach adds a layer of exclusivity to the gifting experience, setting Giftpack apart as a premium solution for companies looking to elevate their employee engagement strategies.

Enhancing Employee Appreciation Efforts with Giftpack

Giftpack serves as a valuable tool for organizations seeking to enhance their employee appreciation initiatives. By leveraging personalized gifting experiences, companies can not only boost employee morale but also strengthen relationships with clients and partners. Giftpack's seamless blend of customization, global reach, and user-friendly platform make it a standout choice for companies looking to make a lasting impact through meaningful gifting.

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About Giftpack

Giftpack's AI-powered solution simplifies the corporate gifting process and amplifies the impact of personalized gifts. We're crafting memorable touchpoints by sending personalized gifts selected out of a curated pool of 3 million options with just one click. Our AI technology efficiently analyzes each recipient's social media, cultural background, and digital footprint to customize gift options at scale. We take care of generating, ordering, and shipping gifts worldwide. We're transforming the way people build authentic business relationships by sending smarter gifts faster with gifting CRM.

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Case study: what happened when we took a break at Slack

We ran an experiment encouraging employees to take a daily break—and discovered a simple way to boost productivity, engagement, and connection

Author: Eliza Sarasohn March 13th, 2024

Making time for breaks during the workday improves employee productivity and wellbeing. And yet, research from Slack’s Workforce Index , a survey of more than 10K desk workers around the globe, shows that 50% of global desk workers do not take breaks throughout the workday.

The data shows that workers who regularly take breaks have 13% higher productivity throughout the day. They also have 62% higher scores for work-life balance, 43% greater ability to manage work-related stress, and 43% higher scores for overall satisfaction. On the flip side, workers who don’t take breaks are 1.7x times more likely to experience burnout.

When Slack’s Workforce Lab surveyed Slack staff internally, we found the same issue present among Slack employees. As seen in the global population, half of all Slack employees were also not taking breaks during the workday. Furthermore, only two in five employees (38%) said they felt comfortable taking breaks.

“To be honest, we were pretty surprised,” says Christina Janzer, who leads the Workforce Lab at Slack. “I would think most of us at Slack would say we have a really supportive, trusting, and employee-centered culture. And yet even here, a majority of employees don’t feel comfortable taking a break. It just goes to show how ingrained and pervasive this problem is across the workforce.”

What we did: How to run a break-taking experiment

To encourage employees to embrace the benefits of downtime, the Workforce Lab issued an invitation to all Slack staff to participate in a two-week break-taking experiment.

Ultimately, more than 200 Slack staff signed on to participate. To start the experiment, participants joined a Slack channel called #workforce-lab-experiment-breaks. Joining the channel initiated a workflow that sent a starter survey to measure each participant’s baseline productivity and well-being.

For two weeks, participants received a daily prompt to take a break. They also completed a daily survey to track the number and type of breaks they took and to measure day-to-day changes in their productivity and well-being.

The experiment defined different types of breaks — “true breaks,” “errand breaks,” and “working breaks” — and laid out guardrails for how to participate.

In the Slack channel, participants were invited to interact — to share photos, ideas, and encouragement to take breaks. From day one, conversation flowed and channel engagement was high.

In addition, Slack leadership posted messages reassuring staff that break-taking was welcomed and encouraged.

What we learned: results of Slack’s break taking experiment

“We had a hunch people would enjoy this experiment,” says Chrissie Arnold, who leads Future of Work Programs for the Workforce Lab team. “But pretty much right away, it was clear from the energy and conversation in the channel that the benefits were going to go way beyond what we had expected. And once we got the final results back, the quantitative and qualitative feedback was off the charts!”

Break-taking by the numbers

• Many more people took breaks:  65% growth in number of people taking “true breaks” (from 48% to 78% of respondents)
• Comfort level with taking breaks increased significantly:  58% growth in number of people saying they were comfortable taking breaks (from 38% to 60% of respondents)
• Workplace experience scores rose dramatically: Productivity scores increased by 21%; Work-life balance scores increased by 73%; Ability to manage stress scores increased by 2.3x (230%); Ability to focus on work scores increased by 92%; Overall satisfaction at work scores increased 63%

While scores rose most among people who regularly took breaks, they also rose among less active break-takers. This indicated that participants experienced some benefit simply from joining in the experiment, even if they were not able to take daily breaks.

Participant feedback

Key takeaways from Slack’s break-taking experiment

–  The stigma around break-taking is deeply ingrained. There’s a reason that 50% of desk workers don’t take breaks. De-prioritizing downtime is a common and universal problem — even at companies with great work-life balance.

– Valuing downtime is not inherent. It’s a learned skill that must be continually reinforced.  Many desk-workers hold a misconception that breaks cut against work and do not understand that break-taking is a productivity multiplier. Helping people see the value of break-taking and making them feel safe to take breaks is a mindset change that requires continuous reinforcement.

– Leadership support is key.  Leaders must model and normalize healthy break-taking habits. Managers should be transparent with their teams about when they’re taking breaks, and regularly encourage their direct reports to take breaks. Updating your status with a break-taking emoji and message is a great start!

–  There’s no one size fits all – different teams will find it easier or harder to take breaks.  Some roles are more reactive and time-bound than others, and for those positions, it can feel nearly impossible to find the time to step away. For example, at Slack, the customer experience team is continually fielding in-bound customer support requests. This speaks to the value of setting Team Level Agreements to explicitly carve-out means for every person in every role to get a daily break.

–  Experimenting with making work better supercharges “weak ties” across a company.  The act of coming together to tackle a problem has attendant benefits that go beyond the problem itself. “One of the nicest outcomes of the break-taking experiment was that we all got to meet people across Slack that we wouldn’t have crossed paths with otherwise,” says Workforce Lab researcher Lucas Puente. “There was so much energy and excitement on the channel, and you could see that reflected in participants’ scores as well as the comments they shared — so much good vibes!”

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New Study: Investors Care About Employee Engagement, Too

I nvestors and leaders alike value employee experience, according to a new study, but many employees in the U.S. still don't feel engaged at work.

Employee engagement is in a rut. And that could be troubling your investors .

Nearly nine in 10 investors consider workforce engagement a key performance driver for companies they fund, according to a new global study from the consulting firm Mercer. The report goes so far as to say, "fostering a climate of trust and fairness is the most important factor in building true, sustainable value over the next five years."

The importance of the employee experience is not lost on company leaders, either, as HR executives in the Mercer study identified it as their top priority this year. And yet, employee engagement in the U.S. has dropped from its 2020 height of 36 percent to around one third in 2023, according to a recent report from Gallup.

Why the slide? Gallup points to factors like unclear expectations and a weaker connection to the organization's mission and purpose among employees.

But the Mercer study identifies another potential issue: declining trust. While trust in employers reached an all-time high in 2022, it tumbled in 2023--"a red flag," according to the report, "since the research shows that trust has a major impact on employees' energy, sense of thriving and intent to stay."

But leaders can foster a more engaged workforce--and start building back that trust--by better meeting employee needs, the report suggests. Forty-two percent of employees said that their employer fell short on that front in 2023--a significant increase from 19 percent in 2022.

Specifically, employees in the U.S. want to work for an organization they are proud of, and where they experience a sense of belonging and feel valued for their contributions to help them thrive at work. Better addressing these needs, the report concludes, "will help all employees thrive."

And when employees thrive, so can their employers.

This post originally appeared at inc.com .

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