In a blog post, Jason Finkelstein, CRO of Traitify, a firm that sells personality-assessment software used in recruiting wrote about how the workplace power dynamic has shifted radically from the employer to the employee.  Never has this been more important and in focus than during the COVID-19 pandemic. For one thing, the Internet has brought greater transparency; if your corporate culture is dysfunctional or toxic, word spreads quickly via LinkedIn, Glassdoor, and similar sites. Technology has also made it easier for workers to seek and pursue new opportunities and get up-to-date information on almost anything. And finally, Covid has made it abundantly clear that employees need to be engaged and empowered to make personal decisions about their own health and safety. 

Employee Engagement By The Numbers

Historically, employers have always believed that the solution to retention was money and perks, but there are other criteria that have become equally important to many employees, particularly post-COVID. Money and perks still matter, to be sure, but many employees also want a feeling of real connection and engagement to their place of employment and as business travel slowly returns, the knowledge that their companies are listening and of course preparing for the new normal after Covid. Indeed, according to Gallup’s  “State of the Global Workplace,” which surveyed employees in 155 countries, “Worldwide, the percentage of adults who work full time for an employer and are engaged at work — they are highly involved in and enthusiastic about their work and workplace — is just 15%.”

“Worldwide, the percentage of adults who work full time for an employer and are engaged at work — they are highly involved in and enthusiastic about their work and workplace — is just 15%.”

Ideas For Increasing Employee Engagement

Solving this problem is no small challenge, not least because the question of how to build connection in any workforce does not have a one-size-fits-all answer. But a good place to start is with organizational systems that measure performance and contribution, the majority of which are woefully out of touch with basic human needs, e.g., for frequent recognition, ongoing performance conversations, opportunities for personal development, and a sense of individual value within a greater whole. The Gallup study offers another related insight; leadership gets the best and most out of employees when they allow them the flexibility to assume roles that build on their inherent abilities. When that happens, Gallup explains:  “Employees who use their strengths on the job are more likely than others to be intrinsically motivated by their work — simply because it feels less like work to them. At the workgroup level, team members who recognize and appreciate each other’s strengths relate better to one another, which in turn boosts group cohesion.” 

Incentives Increase Engagement

Another recent study, the HOW Report from LRN, which surveyed employees in 17 countries, takes this idea even further, asserting that inspiration is the new engagement. “Companies that only measure employee engagement are focusing on the wrong metric,” the consulting firm explains. “Engagement is only as strong as the short-term performance of the organization and career trajectory of the employee.” When rewards, incentives, and other perks expire, LRN argues, engagement will, too. On the other hand, inspiration—defined as employees connecting their deeply held beliefs to their work style—is enduring and profound. “It’s the difference between owning and renting. Engaged employees don’t necessarily think like owners, whereas inspired employees always do.”

“Rewarding employees with meaningful and fun rewards for making cost-conscious decisions, while at the same time making them feel safe by offering choice and relevant information, is key”

Key Takeaway: Companies that master the task of getting their employees more engaged and making them feel like being an integral part are typically more successful at retaining workers and maximizing their productivity “Rewarding employees with meaningful and fun rewards for making cost-conscious decisions, while at the same time making them feel safe by offering choice and relevant information, is key” explains Kim Andreello, Vice President of Business Development at Rocketrip, the pioneering corporate travel company that helps enterprise companies reduce costs by compensating employees for saving on their travel expenses. He further adds, “Creating a one-for-all and-all-for-one culture is easier when employees’ workplace obligations and experiences are enjoyable or rewarding.”

Read our case study below to learn in detail how Feld Entertainment uses Rocketrip specific strategies to save on all travel-related costs and achieve outstanding results