According to a recent survey, employee engagement in the UK has increased for the first since the COVID-19 epidemic. A 3 percent increase brings the average national level to 65 percent.
The annual 2024 Engage for Success survey, conducted by Nottingham Business School and Nottingham Trent University, noted that there are still disparities between employees, especially those with health issues or marginalised groups.
The survey collected data from over 4,000 workers in different sectors, sizes, and regions. It examined a number of themes that impact engagement. The themes included hybrid working and health and well-being, workplace culture and leadership, as well as organisational practices and organisational methods.
Engagement is improving, but it’s still below the levels seen before the pandemic. The results show a clear divide between those organisations who prioritise strategies that focus on people and those who do not. Employees who believe their organisations actively consider people-related matters report higher engagement and better wellbeing outcomes.
Two out of five respondents reported that their employer actively incorporated people considerations in decision-making. Employee engagement in these organisations reached 77 per cent, along with a stronger sense of purpose, greater willingness to help colleagues, and better performance. The employees in this group also had a higher likelihood of finding fulfillment in their jobs and experiencing better overall health.
Leadership and workplace culture are linked to disengagement
Two out of five employees, on the other hand, felt that their organization was largely ignoring people issues. Engagement dropped to just 45 percent among this group. They were also five-times more likely to experience unmanageable levels of stress, and to have higher presenteeism rates and intentions to leave. These findings suggest a lack in inclusive culture and support could be driving attrition and dissatisfaction.
The survey shows that workplace inequalities are still a major challenge. Employees with long term health conditions, Neurodivergence and protected characteristics reported engagement rates 20 percent lower than those without. The employees also reported higher levels of stress and more likelihood to leave their job. Many were afraid of discrimination if they disclosed their conditions.
More than a third of those who disclosed said that they did not receive any adjustments. When reasonable support was given, the engagement of these employees was aligned to the rest of the workforce, highlighting the impact that inclusive practices have.
Line managers and leaders played a key role in shaping the workplace experience. Engagement levels increased when managers prioritized employee wellbeing and inclusion. Managers with adequate training and time to support their team reported greater confidence and improved performance.
Leadership training and inclusive strategies for progress
The report was written by Dr Sarah Pass. She is a Senior Lecturer at Nottingham Business School in Human Resources Management and a member of the Engage for Success Advisory Board. She stated that “line managers are crucial in translating organisational objectives into daily practice. They support individual performance, inclusion and development, especially for employees with neurodivergence or health conditions.” These are the people that turn employee feedback into actions.
She said, “To effectively lead, managers need to receive proper training and have time to support their team. Those who receive this preparation report greater engagement and confidence in their roles.”
Dr Pass stated that although the increase in engagement overall is positive, it is necessary to focus on the structural factors that are behind disengagement.
If we want to keep Britain working, we need to focus on more than just getting people in the workforce. We also need them to work well. “Disengagement, caused by stress that is unmanageable, presenteeism in the workplace and a poor work culture can worsen health outcomes and push more people away from the workforce.”
David MacLeod, co-founder and CEO of Engage for Success said, “It’s clear that, if we want to see growth in the UK and individual organisations, we must give greater priority to people issues, which will lead to increased employee engagement, and better outcomes for the organisation.
There is an opportunity and a need to harness the richness of diversity in our workplaces, so that everyone can reach their full potential.
