Beyond Engagement Surveys: Creating a workplace where people thrive

Employee engagement is a vast and multifaceted subject that goes far beyond organizing a few engagement activities or events. It encompasses the entire spectrum of the human resources function and is the outcome of an organization’s ability to attract, develop, engage, and retain talent throughout the employee lifecycle.

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Every interaction an employee has with the organization, from recruitment to exit and alumni relationships, contributes to their level of engagement.

Creating a workplace where people thrive largely depends on the leadership, culture and people practices an organisation has.

The Elevator Story

I was in an elevator when I overheard a fellow passenger speaking to one of his team members on the phone. From the tone of authority in his voice, he appeared to be the manager of the person on the other end of the call. He was discussing a work-related issue and seemed to be questioning the employee about a particular topic.

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Suddenly, he raised his voice and, in a harsh, scolding tone, said, “You are poor in communication, I never understand what you speak. Nobody ever understands what you want to say.” He then abruptly disconnected the call.

Also Read: Bhavna Batra on Changing Employee Engagement: What CHROs Need to Rethink?

Hearing this conversation was unsettling. I immediately found myself thinking about what the employee on the other end must have been experiencing. Those reckless words must have shattered his confidence and caused him significant emotional pain and anxiety. Receiving such direct and harsh comments, especially in such an unempathetic manner, must have been deeply hurtful.

Even as a bystander, I felt uncomfortable and saddened by what I heard. It was a reminder of how powerful words can be, particularly when they come from someone in a position of authority. Such an experience can leave lasting emotional scars, erode an individual’s self-confidence, and create a deep sense of disengagement.

The incident I witnessed is a classic example of one of the most significant leadership challenges organizations face today. It highlights a fundamental truth: the most important pillar of employee engagement, or disengagement, is Managerial maturity & Respectful workplace.

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A collection of workplace perks such as attractive office interiors, modern cafeterias, free meals, celebrations, or fun activities may create temporary excitement, but their impact is usually short-lived.

What employees truly value is working with the right Leaders. People look for managers who are knowledgeable, fair, transparent, and empathetic. They seek leaders who provide clarity, treat people with respect, build trust, and help them grow.

A good manager creates psychological safety, enabling employees to express their ideas, make mistakes, learn, and perform at their best without fear of humiliation or judgment. The manager is often the “whole organization” in the eyes of the employee.

Building the Right Management Environment

In my view, if we want to create a highly engaged workplace, we must not lose sight of the fundamentals of good management. Investing in Managerial capability and development is perhaps one of the most effective steps an organization can take.

When organizations create the right managers, those managers create the right environment, and engagement naturally follows. Periodic engagement surveys then serve as a useful mechanism to identify and address the smaller gaps and challenges along the way.

At the same time, engagement cannot be driven by leadership alone. The basics of organizational hygiene remain essential and should never be overlooked.

Clear goals, regular and constructive feedback, fair compensation, learning and development opportunities, and meaningful recognition programs all play a critical role in shaping the employee experience. Together, these elements create the foundation on which a highly engaged, motivated, and productive workforce can thrive.

Another important aspect of engagement is wellbeing. In the post-COVID world, employee well-being has moved to center stage. While it was always an important consideration, it has now become far more prominent.

The pandemic highlighted the fragility and transitory nature of life, prompting people to rethink their careers, priorities, and aspirations. Today, employees place greater importance on their physical, emotional and mental well-being than ever before.

This shift has created new challenges for organizations, requiring them to recalibrate their engagement strategies, foster a more supportive work environment, and ensure that employee wellness remains a core element of the overall employee experience.

Well-being Must Be Part of Work Design

While empathy remains a cornerstone of effective leadership, organizations must go beyond individual leadership behaviours and examine whether well-being is truly embedded in the way work is designed or not.

Well-being should not be viewed as a standalone program or a collection of wellness initiatives. It is an intrinsic part of work design and organizational culture.

One of the key questions organizations need to check is: How much autonomy do employees have in getting their work done? Are employees trusted to manage their responsibilities and deliver outcomes, or are they expected to conform to rigid processes and schedules?

Similarly, are organizations genuinely embracing flexible and remote working models, or are they allowing them reluctantly simply because other organizations are doing so?

Many organizations continue to hold on to traditional mindsets that value visibility and time spent at work over actual outcomes and impact. Such approaches can inadvertently undermine employee well-being and engagement. The future of work requires a shift from a time-based philosophy to an outcome-based one.

It is therefore important to redesign both physical and virtual workplaces with employee well-being in mind. Organizations must create environments that promote flexibility, trust, inclusion, collaboration, and work-life integration.

Performance should be measured by the value and outcomes employees create rather than by where, when, or how long they work. Managers should be trained to integrate wellbeing into regular performance conversation with employees. This is true engagement.

Communication, Listening and Action

Finally, I would like to come back to communication, which is where I started. Meaningful connection is at the heart of employee engagement. Managers who maintain regular communication with their teams and demonstrate empathy, trust, and flexibility help employees feel valued, supported, and connected to the organization.

In today’s evolving workplace, the quality of the manager-employee relationship has become one of the most important drivers of engagement and well-being.

Employee engagement surveys are an important component of an organization’s listening strategy, helping leaders understand employee experiences, concerns, and expectations. However, engagement goes far beyond surveys and certainly does not end with collecting feedback.

While surveys provide valuable insights into what is happening within the organization, the real impact comes from the actions taken in response. Effective action planning is critical, and employees should be actively involved in developing and implementing solutions. This collaborative approach not only strengthens accountability but also fosters a more inclusive, transparent, and engaged workplace culture.

Ultimately, organizations that listen, act, and maintain meaningful connections with their employees are better positioned to build a resilient workforce, enhance employee well-being, and create a workplace where people can thrive.

 (Dedicated to great managers who have mastered the art of team engagement)