Flexibility Isn’t the Magic Pill for Engagement

In recent blog posts, we highlighted the precarious slope that employee engagement has been sliding down for the past decade. Increased anxiety, stress, and the inability to relax at work or at home are just a sampling of the negative emotions weighing down U.S. workers. According to Gallup’s State of the Global Workplace 2024 Report, 15% of employees are now labeled actively disengaged—no longer enthusiastic team members, but instead, ardently opposed to their organizations.  

For many years employers thought that flexibility was THE fix for lowering the burnout that so many employees are currently experiencing. Allowing their staff to break away to take the kids to school, adjust work hours to a more creative time of day, or throw in a load of laundry before taking a Zoom call would increase wellbeing and engagement. After all, we are living in a stimulation-heavy world in both our personal and work lives, and work-life balance is one goal we all are striving for. 

Flexibility Gets Its Time to Shine

With the arrival of COVID, this concept became a reality as even the most conventional organizations were forced to move to remote and hybrid work with non-traditional schedules. So, how did it work? More than four years later, studies have shown… drum roll, please… it’s still not enough (cue the faltering cymbal).

Engagement Goes Beyond the Work Setting

Gallup reported earlier this year that less than a quarter of workers prefer heading to an office each day (at 21%, with 53% preferring hybrid and 27% completely remote), with a top benefit being improved work-life balance. However, Gallup and Workhuman research also discovered that engagement and burnout are statistically similar for employees no matter whether they work remotely, hybrid, or in person. Why? 

It’s because the issue goes much deeper than whether someone can work from their living room in sweatpants. Clear responsibilities, collaborative work practices, and frequent praise are ways people want and need to be managed... and their supervisors hold the key. It’s up to organizations and their leaders to move the needle by taking their attention off rotating office schedules and instead focusing on their workers. Read on to learn what it takes for leaders to really put employees first and recognize the productivity gains that follow. 

Clear Roles and Expectations

Although employees are already exhausted and overwhelmed by the amount of change and ambiguity around them, Gallup research over the last five years highlights one factor that is exacerbating the situation: clarity of employee expectations across the country has been on a steady decline. The team members who are suffering the most—falling at twice the rate—are hybrid and remote workers.  

Employees need a clear-eyed leader who can cut through the noise and help them make sense of their increasingly complex world. Gallup and Workhuman found that workers who have an accurate understanding of their roles and daily job responsibilities feel less likely to struggle with work-life balance throughout their work week. With their leaders readily available to advise, troubleshoot, and go to bat for them, team members can let go of indecision and overlapping efforts, and instead focus on growth and engagement. 

A Collaborative Accountability Structure

All businesses need to be productive and drive results, but outstanding leaders leave the lines of communication open for employees to talk transparently about workload, needed resources, and priorities. With frequent check-ins, effective leaders alleviate a “perform or else” culture and instead create a safe space to share the organization’s vision while helping their teams realign any challenges they may be facing. These strong leaders keep goals realistic to inspire confidence, stimulate learning, and build momentum.  

By giving their employees a voice, star managers gain priceless buy-in. They keep their teams motivated, engaged, connected, and eager to stay in their roles and witness the measurable results to come. And as Gallup’s report revealed, highly engaged business teams drive a multitude of positive outcomes including increased customer loyalty (10%), increased sales productivity (17%), and increased production records and evaluations (13%). 

Frequent Recognition and Praise

Recognition and praise are important parts of feedback but often get skipped by busy leaders or organizations focused only on results. But leaning in to this side of the equation not only boosts morale and engagement, it also sets a powerful example for the rest of the organization as to what success looks like. Leaders should notice and celebrate wins, not just the areas for improvement. 

Whether it’s a shout-out for a major project accomplished or a simple thank-you for offering constructive suggestions at the weekly staff meeting, workers at all levels appreciate being noticed. And according to Gallup and Workhuman’s research, employees who receive recognition for their work show decreased burnout in their jobs, with 90% being less likely to feel burned out “always” or “very often.” 

No Matter the Work Environment, Leaders Are the Bottom Line

To address the challenges of disengagement and burnout in meaningful ways, organizations need to embrace an employee-first mindset that starts with their leaders. Flexible and hybrid schedules are not a shortcut or replacement for effective management practices. Instead, giving exhausted employees the daily support they need will boost their well-being and make engagement a winning game.  

Is your organization looking for ways to bolster your leaders and their teams? We can help. Give us a call today.