Employee engagement according to demographics

Employee engagement according to demographics

Demographics also influence employees feeling of being involved in an organization. Employees between the ages of 18 to 40 are the most engaged employees in the organization. Employees who are between the age 40 and 49 are list engaged while those between 50 to 61 tends to be the most engaged employees.According to a report by Gallup business journal 2016, just 30% of American employees feel engaged. For most employee work is dispiriting, depleting experience and it keeps getting worse. The majority of the employee feels that work demands more of their time which exceeds their capacity thus draining of the much-needed energy required for nurturing their talent and utilizing skills. Also, employees feel that competition and the rise of digital technology add pressure to their work.

Engagement and the Manager

How managers behave impacts what employees feel. An employee’s attitude about the workplace and the organization is influenced dramatically by what his or her boss says and does.

If the immediate supervisor takes joy in workers’ accomplishments, emphasizes what is right, makes an effort to catch people doing something right and praise them for it, and regularly takes steps to recognize and fairly reward achievement, then workers will feel that theirefforts do matter. But if managers are distant, seldom straying from their offices or from meetings, and provide feedback only when it is negative, then the manager’s behavior is creating a toxic workplace rather than an

engaged workplace. Managers who build the right climate will:

  • Recruit and select people in part based on their track record of engagement with past employers
  • Ask questions about what people feel about the organization, work, customers and other key issues, and then take steps to remove barriers to results
  • Focus on identifying individual strengths and leveraging those to theadvantageof the individual, team, and organization
  • Recognize achievement rather than envying it or trying to steal the credit for it
  • Develop people for engagement as well as for knowledge and skills
  • Provide encouragement when people seem to be unhappy or disappointed.

Engagement and Top Managers

In a fully engaging workplace, top managers will fully support engagement. They will:

  • Role model what full engagement looks like
  • Find occasions to praise people for what they do right
  • Encourage individual and organizational development
  • Recognize achievements publicly
  • Discuss problems privately
  • Emphasize the positive
  • Provide the resources to make a planned engagementprogram happen
  • Personallydevote time and attention to encouraging engagement
  • Coach individuals who do not demonstrate behaviors that encourage engagement

A real goal of employee engagement should be to establish a joint organizational vision, excite people to realize that vision, explore practical ways to make that vision a reality, and work toward implementing that vision. This approach to organizational change is called appreciative inquiry or positive changetheory. Applying it to organizational and individual change is a way to move employee engagement from a dream to a reality.