Top trends in employee engagement

A disconnect exists between what HR teams prioritize and what employees believe is important for engagement, which can vary by generation, geography, identity and parental status, according to a report from SurveyMonkey.

Notably, the gaps between HR professionals and employees were most significant among companies that lacked strong feedback, advocacy and understanding of employee needs.

“The real insight here might be that HR’s success is inextricably linked to their company’s willingness to foster an open environment that supports honesty and advocacy,” the report said. “HR teams are only as effective as their ability to collect authentic feedback from their employees.”

SurveyMonkey surveyed 304 HR pros and 2,593 U.S. workers about company culture, leadership, HR teams and the impact those teams have on the workplace. Overall, 53% of HR pros said their companies are increasing their focus on employee experience versus the bottom line.

However, 80% HR pros voiced concerns that employees weren’t providing open and honest feedback about their experiences at work. At the same time, 39% of workers said they’re uncomfortable sharing open and honest feedback with HR, and 44% said they don’t provide honest feedback because they don’t feel it will lead to change.

Although HR pros said they believe employee voices carry equal — or slightly greater — weight than leadership or management when it comes to decisions about the employee experience, most workers disagreed. Only 21% said they have a voice, and about half said leadership has the biggest say in employee decisions.

In another example of the gap, HR pros were twice as likely to believe they are proactive rather than reactive to employee needs. Conversely, employees were twice as likely to say HR was primarily an advocate for the company rather than worker needs.

Employers should be careful about requesting employee feedback if they’re not prepared to take action, which could negatively affect trust and engagement, according to a McLean & Co. report. Although many employers understand the importance of listening to workers, employees still say they don’t feel heard and that providing feedback doesn’t seem to make a difference, the report found.

Today in the U.S., nearly 14 million adults — and counting — are LGBTQ+. This population continues to grow rapidly in part because Gen Z people (born between 1997 and 2012) are nearly six times more likely than their Gen X counterparts to identify as LGBTQ+. Further, Gen Z is set to make up 30% of the US workforce by 2030, bringing deeply held core values around geopolitics, identity, social equity and other key issues that often diverge sharply from the beliefs of older generations. 

These statistics highlight a major generational and societal shift that has the potential to create a significant disconnect for companies that don’t engage the growing a Gen Z LGBTQ+ workforce. Failing to address the needs of LGBTQ+ populations could mean missing out on a talent pool of millions workers. 

As such, it’s clear that prioritizing LGBTQ+ engagement and retention is more than just a moral imperative; it’s also a strategic business necessity. But when it comes to companies’ collective progress on LGBTQ+ inclusion, employers are barely passing the mark. The 2024 EY US LGBTQ+ Workplace Barometer, a survey of 500 full-time LGBTQ+ corporate employees, revealed that Gen Z LGBTQ+ workers give their organizations’ inclusion efforts an average of C+, compared to a B grade among older generations — and these younger professionals are three times more likely than their older counterparts to say that they are “unsure” about their organization’s LGBTQ+ initiatives. 

It’s crucial for companies to better understand the sentiments and aspirations of this critical segment of the workforce, or risk losing out on top talent. Below are some key strategies that can help HR leadership teams truly move the needle on deepening their focus on LGBTQ+ inclusion, visibility and engagement.   

Build a culture of inclusion and belonging. 

EY’s survey shows inclusive workplace environments are a baseline expectation for young LGBTQ+ workers — a whopping 97% of LGBTQ+ workers who rated their organization’s inclusion efforts favorably intend to remain with their employer for another year. By contrast, just 38% of those who rated these experiences poorly expect to stay with their employer for the next year. 

And amid growing focus on intersectionality (the recognition that multiple forms of discrimination can exist simultaneously and often overlap) within the LGBTQ+ community, HR leaders must also consider the perspectives of racially and ethnically diverse LGBTQ+ people.

As an out gay man, the topic of inclusion is very important to me both professionally and personally. Since joining my firm and rising through the ranks of the organization as a proudly out professional, I knew that I didn’t want to have to manage two identities. I was determined to live authentically as an out professional and demonstrate that you can bring your entire self to work and still be recognized and rewarded for a job well done.

All LGBTQ+ employees are entitled to psychological safety (i.e., the ability to speak up without risk of punishment or humiliation for raising ideas, questions, concerns or mistakes). And it requires HR leaders to take a proactive approach and set the tone at the top by actively listening, learning, offering support and taking decisive action.  

Create or amplify LGBTQ+ business resource groups.

In my experience as the executive sponsor of our firm’s LGBTQ+ BRG, Unity, these groups provide a powerful community that enables members to pursue impactful networking and mentorship opportunities that enhance their sense of belonging and psychological safety. 

Establish LGBTQ+ allyship programs for the broader workforce.

These initiatives engage and educate everyone on truly seeing and supporting LGBTQ+ colleagues across intersectional identities. 

Offer inclusive benefits that attract and retain top LGBTQ+ talent.

Domestic partner benefits, stipends for adoption and other pathways to parenthood, and health care plans that provide competent care for the transgender workforce are a few leading strategies. 

Enhance reporting and accountability practices.

Establish LGBTQ+ self-identification to enable reporting and analyzing employee data in comparison with non-LGBTQ+ data for trends or gaps. Codifying organizational protocols that address harassment and discrimination of LGBTQ+ workers while also ensuring anonymity, protection from retaliation and clear procedures for addressing claims will be essential. 

Develop more inclusive recruitment strategies.

Key actions include providing statements on your organization’s commitment to LGBTQ+ inclusion in job postings and leveraging more diverse interview panels. 

Engage with LGBTQ+ organizations.

Supporting communities strengthens your company’s visibility, networking and opportunities for engaging candidates and business.

The imperative for greater inclusion in the workplace has never been greater. HR leaders have both a responsibility and an opportunity to rise to this challenge and lead the way in shaping a more inclusive future for their LGBTQ+ workforce. By cultivating an environment where everyone feels comfortable to be their authentic selves and offering the right resources to help them thrive, leaders aren’t just embracing and living their organizations’ values; they’re also harnessing top talent, reducing millions in turnover costs and building a more resilient, innovative and competitive business for years to come.  

Career development opportunities can highly influence both employee engagement and retention — and more employers are taking notice, according to a report from Gallagher.

In a survey, about 43% of employers said they support career development to improve engagement, and 35% said they increased the importance of career well-being in 2024.

“Hiring and retaining talent is one thing, but driving better organizational outcomes requires effective engagement solutions,” William Ziebell, CEO of Gallagher’s benefits and HR consulting division, said in a statement. “If employees are given more opportunities to develop and advance their knowledge and skills from their employer, they’re more likely to gain a sense of purpose in their work, leading to increased motivation, engagement and buy-in.”

In a survey of 3,500 U.S. organizations across 22 industries, 57% said they have a formal strategy for improving employee engagement, marking an increase of 9 points since 2022. Career development, growth and mobility continue to top the list of key drivers of engagement and retention, they said.

Although 43% said they support their workers in developing and pursuing a career path, only 19% said they strive to offer interesting and challenging work, according to the survey. To boost engagement, companies can consider ways to challenge their employees with new goals, increased responsibility and promotions, Gallagher said.

Other reports have similarly indicated the importance of development, especially regarding employee engagement. For example, businesses may need to invest in employee development and adopt cross-functional career pathways to adapt to a “post-industrial economy,” according to a report from The Josh Bersin Co, a human capital advisory firm. A focus on reskilling and retaining workers will ultimately fuel productivity and growth, the firm said.

Unfortunately, most leaders tend to overestimate employee engagement and believe their workers are more loyal than they actually are, according to a report from Right Management, a talent brand under ManpowerGroup. However, investing in employee development can improve engagement and retention, particularly among mid-career and middle-layer workers who feel less engaged and need additional support from leaders right now, the report found.

As leaders address employee experience as a critical factor for organizational success, they should consider employees’ workload, according to a May 23 report from McLean & Co.

At companies that struggle with ineffective workload distribution, employees report higher rates of disengagement and turnover. In contrast, employees who report a reasonable workload are two times more likely to be engaged at work.

“Workload optimization requires more than a band-aid solution. For meaningful change to happen, organizations must address underlying causes rather than treat the symptoms of workload challenges,” Grace Ewles, director of HR research and advisory services at McLean & Co., said in a statement.

“It may seem like a daunting task, but achieving optimal workload isn’t always about eliminating work,” Ewles said. “Rather, it’s about striking a balance and finding the right amount of workload for each employee at a given time.”

Notably, being intentional about achieving an optimal workload across teams and functions can avoid the risks of boredom and burnout, and in turn, disengagement and attrition, Ewles said. Since workload is dynamic by nature, achieving optimal workload requires ongoing action to identify challenges and implement interventions.

In fact, HR leaders play a strategic role in guiding their organizations on efforts around employee experience, according to the report, and they can help optimize workload through intentional measurement and targeted interventions.

McLean & Co. suggests employers define workload and factors that influence workload in an organization, measure workload with intention, and implement interventions at the organizational, team and individual levels. When leaders focus on underlying causes and what’s really driving workload challenges at their organization, they can better allocate effort and resources, according to the report.

Heavy workloads can interfere with employees’ plans to use paid time off and vacation as well, according to a recent Harris Poll survey. Although most employees said they were satisfied with their employer’s PTO and vacation policies, 3 in 4 said they didn’t use it all due to heavy workloads and pressure to be available and responsive.

That lack of time off is leading to burnout. About 65% of employees said they experienced burnout in 2023, according to an isolved report. Although burnout has decreased slightly since 2022, most workers said it’s still negatively affecting their job performance and productivity.

As more workers report burnout, fewer believe their employer cares about them and their well-being, according to an Aflac report. Offering mental health tools and resources, as well as work-life balance perks such as flexible work schedules, could boost employee satisfaction, retention and recruitment, Aflac’s CHRO said.

New workers coming out of high school or college are perhaps dealing with a different set of concerns than the generations before. The class of 2024 had college experiences disrupted by the pandemic. They’re struggling to find jobs. They are coming into work with worries about what their professional lives will look like — if they can even start them.

But they’re also craving mentorship to make up for those gaps, experts told HR Dive, which may keep them engaged with their work — and stop them from looking for greener pastures. 

Understanding the class of 2024

Mentorships can help address new workers’ concerns, and this new batch has a lot of them.

According to Handshake’s “Catching Up with the Class of 2024” report, 67% of the class of 2024 is optimistic about finding a job that builds their career, but more than half are concerned about making ends meet. The report also found that 34% are worried about feeling lonely and isolated at work, 61% about burnout, 54% about not enjoying their work and 53% about struggling to advance.

This generation of emerging adults is looking for “somebody that can give them feedback and thoughts and directions about how to be successful in their professional lives,” said Kelly Fair, founder of Polished Pebbles, a nonprofit that has helped more than 10,000 Black and Brown girls and emerging adults develop career readiness skills. 

What they’re looking for on the job is not unlike the kind of guidance they’re looking for in their personal lives. This generation needs this guidance “especially after the pandemic, considering so much of their time was cut and they were being forced to be inside,” she said. They have “social and emotional needs” and they want “support for who they are as a full person.” 

These new graduates are also looking to “find their place within a company, whether it’s that work-life balance or how to be the best employee,” she said. 

New workers from traditionally marginalized communities also need extra support, especially as some companies have been pressured to fold DEI programs. They still need help and mentorship to “know how to work that journey of being a person of color in their workplace,” Fair said. 

Engaging new workers through mentorship

To start, HR professionals should evangelize the need for keeping employees engaged, and mentorships are part of that work, said David Satterwhite, CEO of Chronus, a mentorship software platform. That also means making sure that the ROI on such programs is made clear, so that they keep being funded. 

While mentorships programs might seem extraneous, they help employees stay engaged, more productive and, in the case of new workers, at the company for what will hopefully be long careers, he said. Like with diversity programs, “we are trying to do our part to help them understand that this is not just the right thing to do…but the science shows it’s a profitable thing to do,” Satterwhite said.

Employee resource groups can also help people find mentors within groups with the same interests as theirs, he added. That also allows people to self-designate who they are and their interests, which they of course know best. “It’s a way for people to connect and feel part of something,” he said, which can especially help new workers.

Fair said it’s important to reinforce mentorships when introducing people to careers and jobs that may not have been open to them previously. It would be impossible, for example, to pair every new female worker with a female mentor in building trades, which have long been dominated by men. For example, Polished Pebbles runs a program called Pink Hard Hats Project which shows girls and young adults what such careers look like. 

“The likelihood of women agreeing even to become and study a trade and to be successful and sustained and keep a place in the workplace is heavily based on mentorships,” she said. “If they really want to sustain diversity in the workplace, particularly when it comes to male-dominated fields, that level of mentorship has to be in place for girls and women.”

Emotions at work are inevitable, global HR consulting firm McLean & Co. underscored in a resource released July 16.

With ongoing economic uncertainty, a charged political landscape, heightened exposure to world crises, concerns about AI, and blurred boundaries between their jobs and home, employees can no long separate emotions from work, the firm explained in a media release.

Yet, instead of avoiding emotions altogether, “organizations need to be proactive about how emotions and work can coexist to enable workplaces where everyone can thrive,” McLean advised.

As a starting point, organizations need to acknowledge that all workplaces have an emotional culture, the resource noted; leaders should also understand where their organization’s emotional culture fits along a spectrum of three main scenarios.

On one extreme are what McLean calls “emotionally suppressive” environments. These are marked by “retributive behaviors, toxic positivity, burnout and avoidance,” the report pointed out.

Along the other extreme are “emotionally unregulated” cultures, identified by impulsive behaviors, gossip, disrespect and a lack of boundaries, McLean said.

By contrast, in a healthy emotional culture, “employees acknowledge, cope and express emotions appropriately based on organizational norms and values,” according to the resource.

“Creating an emotionally healthy culture founded on inclusion, psychological safety and conflict resolution is critical to organizational performance and fostering employee engagement,” Grace Ewles, McLean’s director of HR research and advisory services, stated in the media release.

Importantly, HR is not the be-all and end-all for getting to and maintaining this environment, McLean said.

Rather, improving and sustaining a balanced and healthy culture “is a shared accountability and requires a collective effort from individuals, teams and organizational leaders,” the resource stressed. Every person contributes, from executives to front-line employees, it said.

While emotionally healthy work cultures are critical to employee well-being, according to the resource, in a broader sense, they may also be key to attracting and retaining workers, a September 2023 report based on HP’s Work Relationship Index found.

Employees want to work for an employer with empathetic and emotionally intelligent leaders, and they would be willing to take a pay cut for such a job, according to the report.

The HP findings align with a report released a few months earlier showing that the shifting dynamics of employee attraction and retention require employees to prioritize employee well-being and satisfaction.

The report, by health and productivity research non-profit Integrated Benefits Institute, found that employers improved retention by showing emotional intelligence and implementing tangible strategies, such as flexible work options, increased communication, employee development programs and a focus on diversity and inclusion.

Leaders who show emotional intelligence and address their organization’s emotional culture may also be necessary to counter a concerning trend: Employee and HR perceptions of CEO empathy have steadily declined since 2016, reaching an all-time low in 2023, a report from HR benefits and technology services company Businessolver found.

The report defined workplace empathy as “the ability to understand and experience the feelings of another.”

“When we understand what emotions are and what they are not, we’re less likely to misinterpret our own emotions and reinforce negative thoughts around them or mislabel and stereotype others based on their emotions,” McLean’s Ewles explained.

“For example, feeling sad doesn’t have to mean someone is in a bad mood, while having a bad day doesn’t necessarily mean someone is a negative person,” Ewles said.