Manager's Employee Engagement Guide

Employee motivation is what employees bring – Engagement is what we provide!

Employee Motivations

Employees arrive with a range of motivations and priorities, such as money, position, influence, interest in the work, belonging to a team and many other drives.

Some are naturally well-motivated people, some are not, and others evolve over time.

As individuals our motivations may change as some drives are satisfied and other priorities arise.

We also can be motivated, or demotivated, by those around us, by our employer, by co-workers and other circumstances.

Note – Many surveys indicate that up to 40% of employee turnover is from employee dissatisfaction with the employer or demotivation. It’s expensive, so we want to minimize that.

To start with, we want employees with a positive outlook. Those motivated to do a good job and collaborate well with others. (Issues may arise daily, so a positive outlook helps.)

The Employer Contribution to Engagement

Many elements are summarized in four key factors

  1. Leadership – Leaders need to be visible and in touch with their front-line staff. This two-way communication lowers barriers, builds trust and enhances operations.
  2. Engaged Supervisors – committed, supported supervisors who communicate openly. We need to train and support them in these critical roles. They have tremendous impact.
  3. Employee Input – Employee input is welcomed, listened to and acted upon. Experienced employees in particular, value having input which increases accountability.
  4. Integrity – Ethical behaviour is demonstrated, building trust and a sense of integrity. Employees expect managers to “do the right thing” and are motivated to do the same themselves.

These factors build positive engagement, performance and productivity, plus lower turnover.

Employee Engagement Results

The results are that highly engaged workforces,

  • Deliver 25-35% more productivity and higher profits for employers.
  • Have less absenteeism, lower turnover, fewer accidents and less time loss.
  • Are happier, more positive and contribute more discretionary effort to the work.

Conversely, workplaces with low engagement perform much more poorly and cost more.

You know much of this already, and its’ common sense, but now studies are backing it up.

You can best decide how to best engage
your employees in your mutual success.



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