Employee Engagement Isn’t A Perk—It’s A Partnership

The biggest risk to your business isn’t competition—it’s employee disengagement. This is more relevant than ever as employee engagement hits a 10-year low. According to Gallup’s latest Workplace survey, only 30% of employees are actively engaged in their work, while the number of actively disconnected employees has increased to 17%. The most affected groups? Those working from home and those on-site who could be working remotely.

As leaders, we must ask: how do we solve for engagement when it often boils down to personal preferences and workplace dynamics?

Returning to Communication Basics

I believe the key is returning to the fundamentals of communicating with our employees. Imagine you are working in a warehouse, and you notice the shelves are slowly emptying with no new pallets of products arriving. No one has said anything, so it’s reasonable to assume the warehouse might be closing, and you should start looking for another job. In reality, the warehouse is implementing a new management system, which requires operations to slow down temporarily. This wasn’t shared with the team to avoid disrupting their daily work. The result? Valuable, fully trained employees start leaving due to unnecessary uncertainty.

Today’s technology offers many ways to enhance communication and provide the personalization employees seek. AI-powered chatbots can answer questions almost instantly, directing only the most complex issues to managers. Mobile apps keep employees updated on company news and changes that impact them, while scheduling apps empower employees to manage their work-life balance by opting into shifts or requesting a schedule change for personal reasons.

These tools can complement traditional methods such as company intranets, digital displays in common areas, and email updates at relatively low costs. Yet, no technology can replace the power of genuine human connection—asking employees about their day, recognizing their achievements, and understanding their challenges. In my experience, these personal interactions are also what energize leaders and drive meaningful action.

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Encouraging Creative Thinking

One of my favorite questions to ask employees, whether in the office or out in the field, is: “If you had a magic wand and could change one thing here, what would it be?” Often, the response starts with a follow-up question such as, “Do I have budget dollars?” or “Does it have to be within my area of responsibility?” My answer is always the same—there are no restrictions. In our fast-paced world, we rarely make time for unconstrained thinking, and as a result, our creative muscles can weaken. Asking open-ended questions without limits sparks new ideas and uncovers issues that need attention.

Unconstrained thinking is even more powerful when combined with healthy competition. It’s a fantastic way to recognize employees while surfacing ideas that make the company better. One successful approach I’ve used is a “Shark Tank” format, where employees submit ideas in any format they want—email, paper, meetings, or videos. A panel of judges representing different levels of the organization selects which employees or teams will present their ideas. After hearing the pitches, winners are celebrated, and the excitement grows as their ideas are put into action. This competition could be held quarterly and even evolve into a continuous innovation pipeline supported by a dedicated committee, complementing existing idea boards or informal suggestion methods that many businesses already have in place.

Rethinking Measurement

As they work to drive engagement, companies can struggle with measuring it. Many rely on the traditional annual employee engagement survey—a practice that can be dreaded by both employees and management. The survey process itself can be daunting, especially for those who aren’t digitally connected, and the results can feel detached from day-to-day realities. What message does it send when we only ask for feedback once a year, typically add new task forces to address results (often adding more work), and then we hope we've made progress by the next survey cycle? While standardized metrics and consistent year-over-year data can offer insights, they don’t necessarily reflect real improvements in engagement.

A recent Harvard Business Review article argues that traditional employee engagement surveys fall short because they don’t measure the KPIs that truly matter. Instead of relying on outsourced, one-size-fits-all surveys, the author suggests creating personalized surveys that focus on non-traditional KPIs, such as team success, innovation, and awareness of trends relevant to your business. Why not use polling tools similar to those used by service providers to gather customer feedback? By regularly asking targeted questions that align with the changing business landscape, companies can better capture the true sentiment of their workforce and help employees feel genuinely heard.

Building a Culture of Engagement

Employee engagement is not a one-time initiative or a checkbox on a list—it’s an ongoing commitment to clear communication, useful feedback, and a genuine willingness to listen and act. Today, more than ever, we have a wealth of options to connect with employees frequently and meaningfully. Yet we hesitate, out of fear of what we might hear or concerns about our ability to implement change. Avoiding these conversations only deepens disconnection and creates long-term negative consequences for the business.

The most effective strategy is simple: communicate, listen, and be transparent about what’s possible if we work together. An engaged staff is more than just a company asset; it’s a transformative force that can elevate business performance, drive innovation, and create a thriving culture. By embracing continuous dialogue and committing to real change, we can unlock the full potential of our teams and build a more resilient and connected workplace.

Laura Ritchey is a transformative leader who believes in the power of energized teams. She began her career in finance before advancing to leadership roles in supply chain operations, including CEO, COO, and CFO positions. Most recently, she served as CEO of Radial, Inc., a leader in e-commerce fulfillment. Laura is a Board Member for Goodwill Manasota (FL) and serves on the Dean’s Advisory Council at The Ohio State University’s Fisher College of Business. She holds a J.D., M.B.A., and B.A. from The Ohio State University. She is a C.P.A. and admitted to the Bar in Ohio.