Only 15 percent of employees are engaged with their companies, according to Gallup, a U.S.-based analytics firm. 

That number needs to be higher, though, because as a Deloitte report says, employee engagement is the most important business essential for success in today’s ever-competitive business market.

Engagement is defined as the level of emotional connection an employee has with his or her organization, and more engaged employees mean better financial results.

“Engagement, productivity and profitability are part of the same, and it is in positive environments where people achieve well-being and give the best of ourselves,” says Ana Aymerich. “Gallup’s research states that the way in which leaders manage their employees significantly influences the commitment of their employees.”

Aymerich is a licensed coach with Engage & Grow, a training company for organizations, and will be presenting at the MPI European Meetings & Events Conference (EMEC) in Sevilla, Spain, Feb. 9-11, 2020. 

Her session focuses on challenging the norm of employee engagement, as understanding the brain and heart of a workplace and how companies that make a difference in the heart of their business multiply their results. Attendees will learn six steps to employee engagement and 12 keys they can implement in their organizations to change the habits and behaviors of employees and make them happy to be part of growing companies. 

“Strategy is a key for companies to survive and grow, but who implements the strategy?” Aymerich asks. “Your people. Without engagement, you cannot implement the best strategy ever.”

Aymerich says research by McLean & Company states that the cost of disengaged employees is 34 percent of their salary. This means that for every $10,000 paid, $3,400 is wasted. However, companies with high employee engagement obtain 21 percent greater productivity, 10 percent greater commitment to the client, a 65 percent reduction in staff turnover and 37 percent less absenteeism.

“A company with a highly engaged workforce comprises of activated people who know that their efforts make a difference,” Aymerich says. “They are passionate, purposeful, compassionate and totally invested in reaching their full potential in alignment with the company vision.”

A company’s vision is tied to its culture, and a positive workplace culture improves an organization’s well-being. Workplace culture is essentially the “character and personality” of an organization, Aymerich says.

“It refers to the environment in which employees share ideas and interact and the collective social behavioral standards of the organization,” she says. “Workplace culture takes into account values, traditions, beliefs, leadership, habits, attitudes and interactions, which collectively impact the emotional environment.”

Culture can strengthen or weaken an organization’s objectives. It attracts talent, nurtures relationships, drives engagement, increases job satisfaction, improves retention and impacts performance, Aymerich says. 

Every growing company needs high employee engagement in order to deliver on its vision and objectives. This happens best through connections within an organization. And connections drive the meeting and event industry, too. 

“Why is it necessary for people to participate in meetings and events?” Aymerich asks. “Because they need connections. The same for workers with their companies.”