Understanding Employee Engagement: Part 1 of 3 — Your Engaged Employees
Employee engagement isn't just an HR buzzword — it's one of the strongest predictors of team performance, retention, and workplace culture. Over the next three weeks, we're diving into Gallup's three categories of employee engagement and what supervisors can do to support their teams. This week, we start with the good news: your engaged employees.
According to Gallup, "Engaged employees are highly involved and enthusiastic about their work and workplace. They are psychological 'owners,' drive performance and innovation, and move the organization forward."
Engaged faculty and staff show up with energy and purpose, invest in the success of their colleagues, and care deeply about the quality of their work.
Supervisor Strategies for Engaged Employees
Supervisors often assume engaged employees "don't need managing." This is a dangerous misconception. Without intentional leadership, even your best employees can disengage.
Do:
- Provide stretch assignments and development opportunities that challenge them
- Recognize their contributions publicly and link their work to organizational mission
- Involve them in decisions, strategy conversations, and mentoring of newer employees
- Conduct regular one-on-ones focused on career growth, not just task status
Avoid:
- Piling on extra work without acknowledgment (the "reward for good work is more work" trap)
- Neglecting to share how their contributions influenced outcomes
Your engaged employees are your greatest asset — and they need your investment just as much as anyone else on your team. Next week, we'll look at the largest group in most workplaces: not engaged employees, and how supervisors can make the biggest difference there.
For questions or support, contact engagehr@gmu.edu.