Why should your company worry about engagement?

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The human capital of a company is one of the most important parts of the gear that makes the engine of the corporate machine spin. Neglecting the importance of investing in employee engagement delays the development of organizations of any size which leads to the dramatic reduction in productivity and impacts to the experience provided to customers.

Concern about employee engagement is not a new issue. By the end of the 18th century, industrial engineering pioneer Fredrick Taylor was studying how people’s attitudes affected productivity in the steel industry.



More recently, in 2008, a study by PUC pointed out that:

1 – The perceptions of the organizational climate explain 39% of the discrepancy in affective well-being at work;

2 – The dimension of the organizational climate with greater predictive power in terms of affective well-being at work is the “spirit of camaraderie”;

3 – The perceptions of the organizational climate explain 40% of the variation as pleasure, 37% as enthusiasm, 30% as comfort, 29% as serenity and 5% as vigor.

Reasons for lack of engagement in the corporate environment vary according to the ecosystem of each team, but some points are decisive to determine the employee’s involvement with the company.

Below you will find those we consider most relevant.


The set of rules and processes that form the way in which a company operates has a high impact on the freedom and agility with which employees perform their tasks and, what is even more relevant to the company, their commitment to doing more.

Eliminating redundancies and optimizing processes of real relevance for the smooth running of work allows the employee to not waste time with unnecessary bureaucracies. This avoids the feeling of frustration and leaves time and space free to be invested in actions that can benefit the company – such as innovation.


Management functions as a maestro conducting an orchestra. It dictates the rhythm and tone of the orchestra of employees, and must ensure that everyone is working in sync. Many aspects are greatly influenced by leadership work, and several other are related to communication. See some of them below.

Setting goals

Determine this great reference without the participation of those who are directly involved with the business (and those doing the work!) is one of the factors that leads to the feeling that the employee is only an employee, not an integral part of an organization’s operation.

Performance evaluation

The buildup of tasks is a common denominator among employees of every business. When the requirement for a high-performance job is not followed by a fair evaluation, acknowledgment for the results achieved, and support for the points to be adjusted, the employee may question the value of all his effort.

Investment in training

Training programs not only seek to tailor the collaborator’s skills to the needs of the company, but they are also an important point for the identification, retention, and mobility of talent within organizations. Demanding from employees more than what they can deliver, without providing them with the opportunity for improvement, is a sign that leadership does not value the career development of its employees.

Flexibility and transparency

The arrival of new technologies in the work environment allows the tasks to be performed from anywhere, at any time. The generation that has just joined the economically active population (as well as the next one) adopts mobility in all sectors of their lives and does not see why work should be an exception. Limiting them to a single workspace with tight schedules reinforces outdated corporate rules that go in the opposite direction to what new employees believe and practice.


Your employees are also your brand

Listen, we are not saying that your company must dedicate itself only to please its employees. After all, work relations have rights and burdens to be respected and complied with by both parties.

However, in the current market philosophy, the same dedication directed to the consumer experience should be offered to the employee. It is he who creates, produces and manages your products and services, and ensures that the value is delivered to your customers, either directly or indirectly.

All business-to-consumer contact points are influenced by employees, so their experience is reflected (greatly!) in your user or customer experience.

Have you ever analyzed the context in which your company’s employees are inserted?



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