#employee-engagement

#employee-engagement

Employees who take the initiative to reshape their roles around artificial intelligence - rather than simply using it to speed through tasks - are more engaged, motivated, and creative at work, according to new research from Multiverse, the upskilling platform for AI and tech adoption. The study, conducted in June and July, analyzed 295 UK full-time professionals across industries, including finance, government, and technology, all of whom had used generative AI for at least six months.

It's a season for warm messages and "thank yous." This is why Thanksgiving serves as a reminder of the power of genuine gratitude in learning and the workplace, as well. In today's world of remote teams, deadlines, and constant learning, employees can easily feel overwhelmed. A simple "I appreciate you" can make a big difference to your team, as it can change the mood of the day, create a sense of connection, and remind everyone that their work is important.

Every workplace seems to have one. A manager who goes silent for days, then suddenly reappears in the team chat the moment senior leadership checks in. They'll swoop in to take credit for the work they hadn't touched, and say, "Oh yes, we've been addressing that." This type of boss shows up when there's an audience, then vanishes as soon as the higher-ups leave. I've started calling them the performative manager, because that's exactly what they are.

It wasn't until the 1930s that the idea of worker satisfaction entered the working world's psyche. Before then, the prevailing attitude was simple: "You work for us, we pay you." Worker dissatisfaction was the norm, and many industries rose and thrived on taking advantage of the working poor. It wasn't until the realization dawned that a healthy worker is a productive worker-thereby impacting the company's bottom line-that the focus on worker satisfaction began to gain traction through industrial psychology and early management theories that recognized the importance of employee well-being for productivity.

In this episode of From the Ground Up, Inc. editor-in-chief Mike Hofmansits down down with Shuman Ghosemajumder, co-founder and CEO of the AI cybersecurity startup Reken, Ben Goodwin, co-founder, and CEO, of the prebiotic soda company Olipop, and Melissa Mash, co-founder and CEO of the fashion and lifestyle brand Dagne Dover. The conversation explores what it really means to have fun at work again-and why joy and creativity are essential ingredients for sustainable growth.

We think sustained performance will be driven by a consistent culture,

They're bringing that strain and pressure to work, and it's showing up as a record low in employee engagement: an abysmal 21%. The damage adds up: Gallup estimates the collective cost of employee disengagement to the global economy at an eye-watering $438 billion. [3] As L&D leaders, we've entered a whole new era of flux and uncertainty, but also opportunity. How can we help our people grow into adaptable, innovative, and resilient employees...who stick around?

Boomers and Gen X often see flexibility as a tool for managing work-life balance or caregiving responsibilities. Millennials view it as a non-negotiable element of trust and autonomy, while Gen Z perceives it as a reflection of an employer's adaptability and tech-savviness. Offering hybrid or remote options alone isn't enough for workplace designers and change managers. Organizations must clearly define flexibility across roles and levels and be prepared to support it through policies, digital infrastructure, and space planning.

Recognition is often overlooked. Managers assume a salary alone is enough, but people want to feel appreciated for their unique contributions. Phrases like this can help motivate your team: "I really appreciate how you handled that client", or "Your attention to detail made all the difference in this project". Small acknowledgements cost nothing but can deliver a huge motivational boost.

Q: I am a hands-on SME owner with a packed schedule. I'm starting to have a real problem with office meetings, and I need your help. I believe they are using up too much of my time and not leading to meaningful progress. Discussions go round in circles, as many participants come unprepared and quickly become disengaged, openly checking their phone notifications when others are speaking.

When a CEO's leadership style creates more problems than it solves, organizational performance can suffer-sometimes dramatically. Research from McKinsey shows that up to 45% of a company's performance variation is directly tied to the effectiveness of its CEO. Gallup finds that managers and leaders account for 70% of the variance in employee engagement. In other words, when leadership goes wrong at the top, the consequences cascade quickly.

Having a good AI discovery process is the foundation of a versatile AI cyber security program. Use existing tools like web proxies and log management systems to discover what employees and app developers are already doing with AI,

This category recognizes companies that have implemented innovative and effective strategies to boost employee morale and engagement during challenging times. FutureThink, New York Quarterly "Kill a Stupid Rule" sessions empower employees at the business services and management consulting firm to streamline workplace processes. Land O'Lakes, Arden Hills, MN In the face of pandemic-era disruptions, leaders at the member-owned agricultural cooperative advocated to bring flexible work to its manufacturing team.

Changes from the C-suite often land as abstract ideas that feel disconnected from the reality on the ground. It's up to team leaders to help people see what it means for them.

When internal comms are treated with the same intentionality as external marketing, teams shift. They become more than just informed. They become collaborators, advocates and problem-solvers.

A digital workplace is the modern evolution of the traditional office, integrating people, business processes, and collaborative tools to enable seamless work from anywhere.

Stankey acknowledges a shift away from traditional employment expectations, stating, 'Some of you may have started your tour with this company expecting an 'employment deal' rooted in loyalty. We have consciously shifted away from some of these elements.' His memo actively redefines loyalty and sets clearer expectations for employees within the changing landscape of corporate relationships.