What we learned about employee engagement - and what didn't work It's tempting to think employee engagement hinges on big gestures. Team socials. Company-wide initiatives. Themed days or quirky perks. While those things can help, they don't always land. We've learned the human way - by trying, failing, and listening. Here's one example that stuck with us. We worked with a company keen to lift remote team morale after a period of fast-paced change. Leadership introduced a weekly "Friday Fun Hour" - a virtual session with games, quizzes, and a chance to wind down together. The goal? Boost connection. End the week on a high. At first, it looked promising. But the results told a different story. Some employees showed up each week, full of energy. Others quietly opted out. Not everyone found it fun. Some were drained after a long week. Others had caregiving duties or deadlines. Introverts felt like they had to perform. Parents couldn't join due to school pick-up. A few said it felt like just another meeting - another box to tick when energy was already low. The intention was thoughtful. But the approach wasn't inclusive. That's where the real learning came in. Here's what we uncovered: Engagement doesn't thrive on forced fun or blanket initiatives. It thrives on genuine connection. On feeling seen. On choice. On safety to show up just as you are. So, what changed? We helped the leadership team shift to a more human-centred approach. Instead of rolling out the next top-down idea, they invited the team into the conversation. They asked better questions. They truly listened. And that's when the magic happened. Managers began having open conversations - not just about tasks, but about wellbeing, capacity, and personal needs. Some people wanted mentoring. Others asked for coaching. A few simply needed space to switch off early on Fridays without feeling guilty. When people had options - and those options were respected - everything changed. Engagement stopped being an event. It became a culture. A culture where people didn't need to earn rest. Where connection didn't come with pressure. And where belonging wasn't tied to joining a quiz. The takeaway? There's no quick fix for employee engagement. But when you lead with empathy, listen deeply, and give people space to choose what works for them - that's when true engagement takes root.
The concept of employee engagement was revolutionary when it was first introduced two decades ago. It helped us think about the impact that seeing business through people had - that people weren't just cogs or resources but were the lynchpin to how business got done, and the more engaged they were in it, the more got done. But in this realization came bad practice - namely, we tried for two decades to "do engagement." That is, we created programs expressly to engage people, and with it, the myth that engagement programs are costly and hard. And by perpetuating this myth, we've only succeeded in making companies nervous or even unwilling to deploy experiences that would drive deeper engagement. The reality is that engagement is not something you can do, and it doesn't need to be hard or costly. Engagement is not a thing that can be created or mandated. Engagement is an outcome of a positive culture that is congruently embedded across your employee experiences. And in spite of the myth, it doesn't have to be hard or expensive. Positive and congruent experiences can include asking how someone is (and really meaning it), giving forward-looking feedback instead of backwards facing evaluation, supporting someone's need for family time, and recognizing someone for a job well done. If you want an engaging environment, start with culture, then build great employee experiences related to it, and employee engagement is the result. So then what is the biggest mis-step I see with engagement? - When we make it into a big thing instead of the outcome of all the little things.
One of the most important things companies can do to keep employees engaged in a remote environment is to build a culture where people feel trusted, supported, and connected, even when they are not in the same room. At Carepatron, we learned early on that remote work only works well when there is a strong sense of clarity and autonomy. People need to know what they are working toward and feel like they have the freedom to get there in a way that works best for them. Start with purpose. When teams understand the mission and feel like their work contributes to something meaningful, motivation becomes more intrinsic. We try to connect every role and every task back to the impact it has on the people we serve. That shift from output to outcome makes a difference. Then there is communication. Not more meetings, but better ones. Make space for regular check-ins that are not just about work status, but about how people are doing. Create open channels where people can ask questions, share wins, or even just talk about non-work topics. Connection does not happen by accident in remote teams. It has to be built in. Flexibility is also key. Everyone works differently, and one of the best things about remote work is the ability to adapt to different rhythms. Giving people ownership over their time shows trust, and in return, you often get higher engagement and better results. Finally, celebrate progress. Remote work can sometimes feel like you are just moving from task to task. Taking time to acknowledge achievements, big or small, helps people feel seen and valued. It builds momentum. At the end of the day, it comes down to creating a remote environment that supports people as humans, not just workers. When people feel respected, trusted, and connected to something bigger, engagement follows.
Customer usage data from the PerformYard platform shows that at companies in which many employees feel empowered to provide qualitative feedback, employee engagement scores are lower. For companies with 250+ employees, engagement scores decrease when qualitative feedback is solicited from too many people. Companies may attempt to boost engagement by encouraging everyone in the company to provide feedback on every employee's performance. However, we found that when qualitative feedback comments are being provided by over 200 people, engagement scores dropped by 12% compared to when qualitative feedback comments are being provided by 20-30 people. These findings highlight the importance of focusing on the quality and relevance of feedback, rather than just the quantity.
One thing I've learned about what doesn't work when it comes to employee engagement is a "one-size-fits-all" approach. One common pitfall in employee engagement efforts is overlooking individual needs and preferences, which can lead to disengagement and lack of motivation. Personalised recognition, flexible work options, and tailored professional development opportunities are essential to promoting genuine engagement. I once tried implementing a company-wide team-building event focused on a specific activity. Still, it didn't lead to increased engagement because it didn't cater to the diverse interests and preferences of the employees. While some enjoyed the activity, others felt disconnected, highlighting the importance of offering varied engagement initiatives that resonate with a broader audience.
Commonwealth Chess Player and Founder of ChessEasy Academy at ChessEasy Academy
Answered a year ago
One thing I learned the hard way is that one-size-fits-all engagement initiatives don't work. Early on at ChessEasy Academy, I thought monthly virtual team meetings with motivational talks and performance shout-outs would boost morale across the board. But over time, I noticed some team members were disengaged during these sessions. After having one-on-one conversations, I realized that not everyone felt connected through group calls especially our part-time coaches and remote support staff who had different schedules and communication styles. What I learned is that true engagement happens when people feel seen individually, not just collectively. Now, we focus on more personalized check-ins, flexible feedback formats, and recognizing contributions in ways that align with each person's preferences. The lesson? Ask, don't assume. Engagement isn't about grand gestures it's about meaningful, consistent connections tailored to your team.
In our efforts to boost employee morale and engagement, one initiative that notably missed the mark was the implementation of "Innovation Fridays." The idea was that employees could dedicate the last Friday of each month to work on any project they chose, related or unrelated to their daily tasks, hoping it would spark creativity and passion. However, it turned out that without clear guidelines or objectives, most employees were confused about what they could or should do, leading to stress rather than innovation. A specific incident that illustrates this failure occurred when a team attempted to develop a new software tool to assist with project management. The project was chosen without proper assessment of the team's current workload. As Friday approached, the team felt overwhelmed by their regular work plus this extra project, resulting in frustration and resentment rather than engagement or excitement. This experience taught us that while freedom and creativity are valuable, they need to be balanced with structure and clarity to truly benefit the workforce. It's important to strike the right balance between giving freedom and providing direction.