In recent decades, and even more so in recent years, the importance of mobilizing human resources has become increasingly obvious to the leaders of international companies in connection with turbulent socio-political and economic events. Engaged employees demonstrate enthusiasm and greater participation in work and the work environment, understanding that their work affects the goals of the company, they feel connected to their team and, accordingly, to the organization, and thus contribute to its sustainable development.

To the question of whether workforce engagement has a measurable impact, the answer offered in recent Gallup polls is compelling. It has been shown that organizations and departments with highly engaged staff can benefit from an 18% increase in employee turnover, a 23% increase in profitability, and a 10% increase in customer appreciation, while engagement can lead to an 81% reduction in absenteeism and an 81% reduction in accidents. work by 64%. On the contrary, low engagement is said to be worth $0.5 trillion. US dollars and 7.8 trillion. euro in the global economy.

Thus, while the positive impact of dedicated staff is well known, according to Gallup, few organizations in continental Europe and Greece are successful in doing so, for a variety of reasons. To begin with, many companies, even today, do not measure employee engagement at all, and those that do treat it as a sporadic event. The recent PwC Global Workforce Hopes and Fears Survey 2022 demonstrates factors that lead to low satisfaction and quitting rates, including lack of meaning in daily work, poor communication with supervisors, lack of self-expression at work, and low wages. . However, employee engagement rates tend to drop for a different reason: Motivation is superficially viewed as the job of just the HR department, even though studies show that 70% of employee engagement differences are attributable to managers.

Organizations and departments with highly skilled staff can benefit from an 18% increase in turnover, 23% profit and 10% customer satisfaction.

But it is worth noting that companies have ways to solve the problems mentioned above and “unlock” the benefits of loyalty. As for part of the questionnaires themselves, the parameters and questions used should be directly related to the business needs and strategies of the companies and be based on proven performance factors. Ideally, the measurement frequency should be at least once a quarter to make trending more accessible. In addition, the results should be reported transparently and follow-up should be the result of internal discussions and processes with open participation by those who wish it, and the measures and initiatives that follow should be targeted and costed, not horizontal.

But loyalty can be achieved by creating a friendly and inclusive corporate culture that encourages interaction. A culture that prioritizes the development and professional development of employees through frequent feedback and opportunities to learn new skills, and by promoting a reward system that motivates, inspires and boosts morale. The availability of technology and the use of software that speeds up daily operations are playing an important role, as well as the introduction of new hybrid work models that offer less travel and flexibility, while still promoting well-being and mental health. But to make all this possible, a correct and thorough reading of the quantitative and qualitative data obtained from the measurement of engagement, and the emphasis on the deviations of various demographic groups, is no longer an option, but an imperative.

* Mr. Alexandros Sioy is Senior Manager, Human Resources and Change Consulting.