Employee engagement is the foundation of a high-performing organization. When employees feel connected to their work, they show higher levels of passion, commitment, and innovation. Engaged employees don’t just go through the motions — they actively contribute to business success.
But what truly drives this level of employee commitment? How can leaders, HR teams, and managers build a workplace culture where people are motivated to give their best every day?
Understanding the Essence of Employee Engagement
Engaged employees have a sense of purpose, ownership, and belonging. They care deeply about their roles and the impact of their work. This mindset is what sets them apart from disengaged staff — and ultimately, from the competition.
Studies show that companies with highly engaged employees outperform others in nearly every key metric, regardless of their size, industry, or economic conditions.
Measuring Is Not Enough — You Must Act
Many companies make the mistake of focusing on engagement only when a survey is due. While measurement is important, true engagement is created through ongoing efforts. It involves understanding and managing employee perceptions of their work environment.
People want more than feel-good activities or temporary boosts. They want meaning, recognition, and growth. Engagement must go beyond satisfaction and a good paycheck.
Why Managers Matter Most
One of the most critical factors in employee engagement is the role of the manager. In fact, managers account for at least 70% of the variance in employee engagement.
Engaged managers don’t just assign tasks — they coach, listen, and guide. They build strong relationships with their team members and help them grow through personalized feedback and development opportunities.
Employees are more engaged when they:
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Know what is expected of them.
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Feel recognized for their strengths.
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Trust their team members.
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Have opportunities to grow and develop.
These four areas — basic needs, individual needs, team needs, and growth needs — are essential for performance development. Managers who understand and support these levels can remove barriers and help employees thrive.
Coaching as a Core Management Skill
Today’s employees don’t want a boss — they want a coach. A coach empowers employees, encourages autonomy, and inspires improvement.
Yet, many managers lack the training and tools to have meaningful coaching conversations. As a result, they focus more on fixing problems than on fostering growth.
Research shows that employees who receive daily feedback from their managers are three times more engaged than those who receive it once a year or less.
Equipping Managers for Success
To create a truly engaged workforce, companies must:
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Redefine the role of managers as coaches.
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Provide ongoing training and coaching support.
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Implement systems that help managers track performance, give real-time feedback, and develop their teams.
Organizations should adopt the International Coaching Federation (ICF) competencies, which help managers build the skills needed for continuous and effective team conversations.
Equipping Managers for Success
To create a truly engaged workforce, companies must:
-
Redefine the role of managers as coaches.
-
Provide ongoing training and coaching support.
-
Implement systems that help managers track performance, give real-time feedback, and develop their teams.
Organizations should adopt the International Coaching Federation (ICF) competencies, which help managers build the skills needed for continuous and effective team conversations.
Career Growth: The Top Driver of Engagement
Modern employees prioritize career development. It’s one of the main reasons they change jobs. High-performing organizations understand this and build employee growth into every stage of the employee lifecycle — from hiring and onboarding to performance reviews and even offboarding.
When development is at the heart of an engagement strategy, it leads to:
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Higher productivity
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Increased innovation
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Stronger employee retention
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Better customer outcomes
The Bottom Line: Make Engagement a Strategic Priority
Companies that embed engagement into their core business strategy stand out. They create alignment between purpose, culture, and performance. Every aspect of the employee experience — including talent attraction, onboarding, management, and development — supports engagement.
To build a truly committed workforce:
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Invest in developing managers as coaches.
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Create an employee engagement framework.
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Support continuous conversations and personalized development.
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Focus on long-term growth, not short-term satisfaction.
When employees feel seen, heard, and supported, they commit to performance — and your organization reaps the benefits.
Taymour Miri is an ICF master coach and a Gallup certified strengths coach and more recently one of the first 136 coaches world wide to be awarded an Advanced Certificate in Team Coaching. He has 30 years’ experience in leadership roles and 20 years of experince in coaching. Taymour has trained over 1,500 coaches across five continents and is the founder of International Coaching Education (ICE).