WHY EMPLOYEE ENGAGEMENT IS KEY: A DEEP DIVE

ATTRIBUTES OF A WELL-ENGAGED IMPORTANCE OF HUMAN INTERACTION

EMPLOYEE Prefers collaboration Will leave firm if strict Participation in fun activities Participation in competitions
• Innovative: Takes on new challenges
• Leadership: Willing to lead and take
initiatives
• Communication: Great interpersonal
skills + listening Source: Primary research/original survey
• Excited to work: Genuine interest in
showing up for work EMPLOYEE TRAITS INSIGHTS FROM PRIMARY RESEARCH
• Collaboration: Excellent team-player  Employees value:
• Growth: Constantly seeks learning i. Human interaction
opportunities Takes extra effort ii. Fun & competitive activities
• Adaptability: Adjusts to any change- Growth/upskilling over pay 10 Truthful to superior iii. Upskilling and personal growth
tech/org/team iv. Innovative freedom
• Extra effort: Willing to commit more 5

than expected Freedom to innovate over pay Motivation to show up daily  Employee mindset:
0
i. Short-term: job/financial security
KEY BENEFITS ii. Long-term: culture and flexibility
• Productivity: Well-engaged employees
increase output of team
Learning opportunities over pay Culture over pay INSIGHTS FROM SECONDARY RESEARCH
•  Top 25% companies in EX:
Retention: Helps reduce turnover due Work-life balance
Flexibility
over pay over pay
to disgruntled employees i. 2x customer satisfaction
• Low Absenteeism: More employees ii. 2x the innovation (% revenue)
Source: Primary research/original survey
excited to show up regularly iii. 25% higher profitability.
COVID-INDUCED ACCELERATION
PERSPECTIVECOLLABORATIVE
PERSONAL
OF ENGAGEMENTORGANIZATIONAL
BEFORE AFTER  Higher levels of employee engagement have
WORK CULTURE Departmentalized Cross-functional 71% chance of bringing success
• Purpose • Community • Vision and collaboration
• Personal • Interdisciplinary culture
growth collaboration • Work DECISION-MAKING Top-down Data-driven  Top 3 drivers: Recognition, contribution to
environment
PLANNING Low-risk, rigid. Agile and experimental overall strategy, connects with senior
leadership
Source: MIT Center for Information Systems Research / HBR Analytics Services