Resiliency of Employee Engagement

Savvy leaders and organizations have long known to distinguish between tacit approval and passionate endorsement.

Customers who do not complain about brand experiences are not necessarily loyal to that brand. They may be indifferent, or even silently dissatisfied, and ready to switch if a more appealing competitor comes along.

Teams who do not complain about a given technology or process are not necessarily enthusiastic about it. If a new way of automating or otherwise enhancing a product emerges, they may quickly pursue the new opportunity.

Businesses that may presently dominate an industry are not necessarily immune to future competition. If the market landscape changes, a more innovative organization can easily seize their market share.

This same principle applies to employee engagement. Due to a lack of tangible frustration, or even a favorable retention rate, many organizations saw no overt incentive to question their employee engagement practices. They did not scrutinize their culture, re-evaluate their mission statements, or reconsider their training and management practices.

Then marketplace trends, such as the emergence of new demographics and the pivot to remote work, began to test the strength of this satisfaction. As employees began to prioritize brand purpose and identity when selecting new places of work, and when they gained options to pursue career opportunities outside their existing geographies and comfort zones, they had less reason to settle for “acceptable” organizational cultures. They had every incentive to seek a higher caliber of employee engagement.

Organizations are very aware of this landscape; CMP Research identifies the “challenging labor market” as the #1 factor keeping leaders up at night. Not all, however, are excelling at solving the problem. Not all are meaningfully elevating their employee engagement practices.

This report will help you achieve that very goal. It will reveal strategies for not only addressing existing employee engagement woes but creating a more resilient organizational culture that will keep employees invested – and productive – as the landscape further transforms.