According to a recent Gallup study, employee engagement, particularly among millennials and Gen Z, is at its lowest point in a decade, and employers must find HR solutions to re-energize them or risk reduced retention, productivity, and profitability.
According to Jim Harter, Gallup’s chief scientist of workplace management and wellness, two of the primary causes of reduced employee engagement are a lack of opportunity to learn and improve and a lack of feeling cared about at work.
According to Harter, professional development and upskilling can help re-energize employees. But how does it look for a workforce with a varied voice, distinct post-Covid working settings, and even different intergenerational work priorities?
Workers want HR resources at their fingertips
According to Mike Morini, chief executive officer of WorkForce Software, a management software company that offers digital HR capabilities and workforce analytics, some solutions to lagging engagement include amplifying employees’ voices, supporting their career growth, and evolving internal HR practises to be digital-first.
“Typically, companies spend less than 1% of their technology budget on their deskless workers,” Morini said. “They aren’t investing in finding ways to engage with their employees, how to collaborate with them, or how to make sure they’re well aware.”
Workers want all HR materials to be easily available on their phones, whether it’s accessing a recent pay stub, viewing a weekly schedule, or learning about the perks your firm provides, according to Morini.
Morini gave the example of a colleague’s adolescent daughter, who had the option of working in a grocery shop or a trendy retail store. Morini stated that she picked the grocery store primarily because it provided everything she needed—scheduling, pay stubs, shift changes—through an app, whereas the retail business did not.
“If you’re not modernising and providing employees with digital tools so they can get visibility into HR resources, you’re losing talent,” Morini said. “Companies must now step up and invest in that technology in order to better communicate and collaborate with their employees in a mobile experience.”
According to Morini, digital-first services may also provide employees with greater insight into how organisations are driving strategy and business processes, particularly in a world where everyone works from different locations.
Morini believes that the digital revolution in HR is a two-way street. Employees will not only feel more engaged and cared for, but employers will be able to obtain meaningful data about their employees, allowing managers and HR experts to take necessary action to ease HR difficulties.
According to Morini, providing employees with better insight into scheduling and compliance used to be a bonus, but with digital technologies, they’ve become a strategic priority for both employees and businesses.
“With compliance being an issue across the board, companies are figuring out: Do employees have the flexibility they want?” “Are they getting the communication they want so they feel valued?” Morini said. “Making sure managers are informed with this type of data gives them the opportunity to take good action to better engage their employees.”
According to Harter, 70% of the diversity in engagement may be explained by the quality of management; hence, upskilling managers is critical.
Managers may become better coaches by offering them science-based ideas on how to boost employee engagement, harness their own and their team members’ skills, and focus their coaching on performance management, according to Harter.
Employees want career growth
The majority of employees, particularly those in Generation Z, want to feel appreciated at their workplaces, but they also want possibilities for advancement and ongoing development.
“Learning is one of the key elements at the cornerstone of a healthy relationship between an employer and employee,” said Dimitris Tsingos, co-founder and president of Epignosis, a learning management platform.
Employees used to do their jobs and be paid for it, but Tsingos says that’s no longer enough for them. He believes that forward-thinking businesses engage in their workers’ personal development on all levels.
With a wealth of digital HR technologies at their disposal, Tsingos and Morini believe that organisations must provide employees with access to ongoing learning and career development.
This offers employees the tools to continue learning and the chance to be go-getters, according to Morini, and it creates the way for them to move on.
“You’ll see the right level of engagement when employees see your empathy towards their work-life balance, and you’re showing them a path to career growth if they take these steps,” Morini said. “You’ll then have an informed, energised employee base.”