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Despite increased efforts from employers, about 85% of employees worldwide are still not engaged or actively disengaged at work.

This is the most common reason for a workplace engagement program’s failure: Employee engagement is frequently regarded as an “HR issue.”

Leaders don’t own it, managers don’t expect it, and front-line employees don’t understand it.

As a result, some businesses assume they’ve exhausted “engagement” as a performance lever before fully exploring its potential to transform their operations.

Despite repeated attempts to raise scores, some leaders constantly experience poor engagement, or they stagnate and finally deteriorate. They may have high levels of involvement at other times, but their business results tell a different tale.

At a huge table, four ladies discuss the results of an employee engagement survey.

When faced with a lack of explanations, leaders may point to the tool, measurement, philosophy, or environmental elements that they believe are unique to their situation.

However, the seeming failure of employee engagement activities is most likely related to how employee engagement programs are implemented in the workplace. Some common blunders include:

Too complicated

Leaders confuse engagement measures by focusing on predictors that are frequently out of managers’ control and don’t correspond to addressing employees’ underlying psychological needs at work.

Incorrect engagement metrics.

They adopt a metric with a low bar that inflates ratings and creates blind spots, giving the impression of high involvement without significant business consequences.

Excessive Use Of Surveys

They use pulse surveys excessively to obtain fast feedback and rarely act on the results.


Research shows, companies that have incorporated engagement into their corporate strategy using the Relationary approach of EAP Programs, on the other hand, notice considerable year-over-year gains.