What Do We Know About Employee Engagement? – A Behavioral Perspective.

Employee engagement refers to an employee's emotional and psychological commitment to their work, primarily to their team, and then to the company they work for. Engaged employees are enthusiastic, motivated, and dedicated to their jobs. They are emotionally connected to the company, feel satisfied and fulfilled by their work, and are willing to put in extra effort to achieve success and contribute to common goals.

Employee engagement encompasses several key elements. These include a sense of belonging and identification with the team and, consequently, with the company; a feeling that their work is important and meaningful; opportunities for development and advancement; support and recognition for achievements; and good relationships with colleagues, other employees, and their leaders.

At the end of last year, I wrote in one of my articles that 2022 was the year of recruiting and that 2023 would be the year of staffing. After the "market opened up," job renewals began, leading to widespread hiring. Everyone was recruiting, and no one could find enough people. Today, we have enough people, but... people need to be managed.

The largest part of the work (was) on leaders and HR to provide all necessary assistance in establishing a functional and connected team. A team that will foster belonging and recognition.

However, more and more companies are struggling with employee engagement.

What happened? Everyone met the hygiene factors (salary, working conditions, ...). There's enough work, it's not even the end of the year for people to be burnt out, and it's not the end of the world.

So, what happened to employee engagement? Nothing, we're paying the price for remote work.

We've all seen these 12 statements at least once in our lives:

• I have clearly defined goals at work.
• I feel my work has a significant purpose.
• At work, I have the opportunity to do what I do best.
• I regularly receive feedback on my work.
• My manager supports me and encourages my success.
• In my team, there are people who care about and help each other.
• I have the opportunity to develop and grow in my workplace.
• My colleagues support me, and we work as a team.
• I feel welcome and valued in my workplace.
• My work inspires and motivates me.
• I have the tools and resources needed to do my job.
• I feel proud of what I do.

Of course, this refers to Gallup's Employee Engagement Survey (Gallup Q12), which consists of 12 questions. These questions are designed to assess the level of employee engagement in the workplace. Employee ratings and responses to these questions provide HR professionals, and then companies, with insight into employee engagement levels and can serve as a basis for identifying areas that require improvement.

What are the next steps? When analyzing the results of an engagement survey, we don't have too many options. All that's left is to look for a few key indicators that will help us define areas for improvement. We can look for the following:

• Low rating or satisfaction percentage
• Comparison with industry benchmarks
• Search for negative comments
• Look for a link to business results

However, we probably conducted the survey because someone pointed out that something was wrong (whatever "something is wrong" meant at that moment).

Like everyone else, we started with Gallup and confirmed what everyone already felt. But many questions remain unanswered. The survey is anonymous. Where? Which department? Which employees? All of them? Which leader?

The "problem" with surveys is that they mostly come from countries where corporations are prevalent. Which is logical, to conduct research, formulate a hypothesis, prove or disprove it... a larger sample, in this case, of employees, is needed.

We don't have corporations or corporate employees (or very few).

Corporate vs. Small Company Employees

In this article, I already mentioned the differences between employees in corporations and small companies, and for Netokracija, I wrote a rather extensive article about working methods and what they entail and cost.

A summary of the differences between corporate vs. small company employees would be: corporate employees strive for hierarchical advancement and value security, structure, and organization, while employees in smaller companies prefer greater autonomy, flexibility, task variety, and find it important to develop personal relationships and feel impactful on company results. Of course, these descriptions are generalized, and there may be variations within each employee category, but I believe we can all agree with this part: "flexibility, task variety, and the importance of developing personal relationships."

But let's take it in order.

Humans Are Social Beings

The statement that humans are social beings is deeply rooted in human nature. People are evolutionarily programmed to interact with others and form social bonds. Our ability to communicate, collaborate, and act together is based on our social instinct. Social interaction provides us with support, security, meaning, and satisfaction, while a lack of interaction can negatively affect our emotional and mental well-being. Essentially, our nature as social beings determines our needs, identity, and how our perception of the world is shaped.

Logically, the question arises: where did this social component disappear in people during the lockdown, i.e., COVID? The answer is simple: they were dealing with "more mundane" things, or rather, fears. Sociability was not important during that period because, on the contrary, we were conditioned that it was not desirable at all.

So, people are evolutionarily programmed to interact with others and form social bonds. Social interaction provides support, security, meaning, and satisfaction. However, during the lockdown and the COVID-19 pandemic, many people were limited in their social interactions due to physical distancing and isolation measures. This led to increased fear, worry, and a focus on "more mundane" things related to their own safety and survival. Sociability was not as emphasized and was often suppressed due to the conditions imposed by the pandemic. But, although the social component was less pronounced, it does not mean that it was lost or disappeared. People still felt the lack of social connections and interaction, which affected their emotional and mental well-being.

Belonging

Aside from the fact that humans are social beings, part of that "component" is the need for belonging. According to Abraham Maslow, the need for belonging is one of the hierarchical needs in his theory of motivation. He presented a hierarchy of needs known as Maslow's pyramid of needs or Maslow's hierarchy of needs.

The need for belonging is positioned at the third level of the hierarchy, above basic physiological needs (such as food, water, and shelter) and safety needs (such as security, stability, and protection). Maslow believed that after basic needs are met, people strive to achieve belonging and connection with other people.

The need for belonging refers to an individual's desire to feel accepted, loved, and included in society, family, a group, or a community. This includes forming close relationships, social interaction, support, cooperation, and a sense of belonging. The feeling of belonging can be achieved through emotional connection, friendships, romantic relationships, teamwork, or membership in a group with similar interests.

Maslow believed that unsatisfied needs for belonging can result in feelings of loneliness, rejection, and exclusion. Therefore, to achieve personal satisfaction and self-actualization, it is necessary to satisfy the need for belonging and develop quality social connections.

It is important to note that Maslow's theory of needs is not without criticism, and that needs and their order are individual and variable, but they definitely exist. Also, the need for belonging remains an important aspect of human motivation and satisfaction, and it is crucial for forming healthy interpersonal relationships and social integration.

Where Does This Need for Belonging Come From???

The need for belonging has deeper psychological and evolutionary roots. Humans are social beings and have evolved the need for belonging as a means of survival.

Social interaction and group belonging provide many advantages. A group offers protection, support, security, and resources necessary for survival. In ancient times, people depended on groups for hunting, defense against dangers, and pooling resources. A sense of belonging to a group was crucial for survival.

Psychologically, the need for belonging stems from the desire for acceptance, love, intimacy, and social connections. A sense of belonging provides emotional satisfaction, support, identity, and meaning. Belonging to a group offers a feeling of togetherness, a place where experiences, values, and goals can be shared with others. This can empower an individual, improve self-esteem, and life satisfaction.

Lack of belonging or exclusion from social groups can result in feelings of loneliness, rejection, and lack of support.

Of course, individuals may place a greater emphasis on belonging and social connections, while for others, different needs such as autonomy or achievement may be more important. Individual differences, culture, personal values, and experiences can influence priorities in satisfying needs.

Loyalty

Although employee loyalty can be linked to loyalty to the company, today this is far less common in practice. Today, especially among younger employees, loyalty is primarily directed towards their team and their leader.

Furthermore, if we simplify things a bit, belonging and loyalty are interconnected concepts, but they differ in their meaning and context.

Belonging refers to an individual's sense of identification, attachment, and connection with a team (or company or community). When an employee feels like part of a team, shares its values and goals, and is perceived as important and involved in team activities, and consequently company activities. A sense of belonging can develop through various factors, primarily teamwork, common goals, and colleague support, and then organizational culture.

On the other hand, loyalty refers to a feeling of dedication, faithfulness, and attachment to the team or employer. Employee loyalty implies that the employee will remain with the team, support its goals and interests, and put in extra effort to help the team achieve success. Loyalty can result from satisfaction, trust, recognition, and rewarding employees, and a feeling that their needs and interests are being considered. ALL OF THE ABOVE PRIMARILY COMES FROM LEADERS.

Psychometric Assessment

If you happen to have Maslow's hierarchy of needs translated into workplace needs as an instrument in psychometric assessment, the first thing you'll notice is a below-average score on the belonging scale.

We use Maslow's hierarchy of workplace needs to predict turnover. A study published in the International Journal of Human Resource Studies in 2013 found that Maslow's hierarchy of workplace needs is a strong predictor of employee turnover. The study found that employees who feel their workplace needs are not met are more likely to leave that company and job.

Similarly, there is a lot of research that has studied the connection between Maslow's hierarchy of needs and employee engagement.

Research has shown a link between meeting needs according to Maslow's hierarchy of needs and employee engagement in the workplace.

• Needs for belonging and social connections: When employees have their needs for belonging met, they feel accepted, supported, and included in the team or organization, which will result in greater engagement and collaboration with colleagues.
• Needs for recognition and self-actualization: Satisfaction of the need for recognition and achievement will motivate employees to be engaged in the workplace. The feeling of accomplishment, opportunities for growth and development, and the ability to express one's talents and skills are associated with greater engagement.

However, it is important to note that employee engagement is a multidimensional construct that depends on various factors, including working conditions, leadership, opportunities for development and advancement, and relationships with other employees.

Maslow's Hierarchy of Needs: BELONGING

Business Application: Creating a sense of community and the possibility of teamwork. Employees are part of something bigger than themselves. They have a clear understanding of the mission and vision. They know and recognize their role.

So, What Are the Causes of Employee Disengagement?

The belief that psychologists read minds is one of the main misconceptions about this profession. Psychologists do not read minds, but we have the skills to understand human behavior and draw conclusions about motivations, values, and intentions based on observed behavior. We also rely on our expertise in analyzing and interpreting behavior, nonverbal communication, such as body language and other nonverbal cues, to gain insight into individuals' perspectives and intentions. And we like to use psychometric assessments. Some of us, even if we can't read people, can "read" what's "happening" in a room, meeting room, office, etc. In short, "reading the room" refers to the ability to accurately assess the dynamics, intentions, and perspectives of individuals in a situation. This skill is valuable to us in managing participants, influencing others, and building better relationships. In this way, we can gain greater awareness of a situation, effectively adapt communication, and more easily make informed decisions based on a deeper understanding of others' behavior and intentions. Additionally, behaviorists pay much more attention to the importance of observing and interpreting behavior to gain insight into employees' internal processes and motives.

And that's why, when we add it all up, more occasional than constant office work has led to a kind of alienation among people. Yes, of course, cooperation still exists. Yes, of course, projects are completed. But the sense of belonging was lost. With a diminished sense of belonging, loyalty decreases, so a very generalized opinion can be "I can do everything by myself anyway." Without the aforementioned, there is no "extra mile." In other words, engagement drops.

And That's Why. Why Is It Hard to Be a Leader Today?

If someone were to ask us today what skills a good manager must have, we could easily list a few, from organizational abilities to time management... But what skills must a leader have?

Today's structured society, structured education, and life based on Google and Outlook calendars have killed our emotional intelligence. The same goes for creativity. Ultimately, we concluded that it's easier and simpler to live if we are less emotionally intelligent.

Emotional intelligence is what every leader should possess first and foremost. Self-awareness. Personal motivation. Empathy. Social skills... That is what creates homogeneous teams, that is what creates trust, loyalty. That is what increases engagement.

And yes, of course, with help from HR.