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7 Employee Engagement Strategies That Work (And 4 That Don’t)

Engagement, at its core, is emotional. It’s how people feel when they show up to work. Do they feel heard? Respected? Challenged in meaningful ways? Do they feel like their work matters?

Employees disengage when communication is unclear, feedback feels like an afterthought, and there’s no personal sense of growth or direction. This sort of culture makes people dread showing up, and when that happens, not even the most creative perk can fix it.

So the question isn’t, “What can we give employees to keep them happy?” It’s, “How can we lead so people want to show up and give their best?” because true engagement doesn’t come from what you give, but from how you lead.

To boost engagement, here are the five Cs of employee engagement to lead by:

Care. When you show genuine concern for your team’s well-being, you build trust and create an environment where employees feel valued as people, not just workers. And when they know you have their best interests at heart, they’re more likely to commit to their work.

Connect. When you create opportunities for informal interactions, you break down barriers between departments and leadership levels, making every employee feel more included, connected, and part of the broader company culture. This is especially critical in hybrid or remote settings, where feelings of isolation can reduce engagement.

Coach. Providing honest, constructive feedback and ongoing support helps employees build confidence, take initiative, and grow their skills. When you act as a coach rather than just a boss, you create a culture of continuous learning and innovation, which helps employees stay engaged and motivated to improve.

Contribute. When you encourage your team to share ideas, offer solutions, and take part in shaping company initiatives, they develop a greater sense of ownership. This involvement transforms routine tasks into meaningful work, turning passive employees into active contributors.

Congratulate. When you consistently acknowledge both small and big wins, you reinforce positive behaviors, build morale, and strengthen your team’s sense of pride in their work.

Read: Dr. Michael Leiter on Combatting Burnout and Sparking Engagement at Work

7 Leadership-Driven Employee Engagement Strategies That Work

From connecting employee tasks to what they care about to scheduling watercooler sessions, here are seven leadership-driven employee engagement strategies that work:

1. Connect employee tasks to what they care about

Gallup’s research reveals that one of the key drivers of employee engagement is purpose. Employees don’t just want to show up, do a job, and collect a paycheck. They want to see a clear connection between the work they do and the things they care about—whether that’s making a social impact, maintaining work-life balance, or even contributing to the company’s long-term success.

The more meaning people find in their day-to-day work, the more energy, ownership, and pride they bring to it. However, meaning looks different to different people, so you’ll need to create pathways that help each employee see the purpose behind what they do.

Here’s how you can make that happen:

Build a mission that goes beyond profit. If your company’s mission is only about becoming an industry leader, it may not resonate with employees who want to feel like their work contributes to a greater good.

Your mission statement should clearly reflect the real-world impact your company wants to make—whether it’s supporting underserved communities, championing sustainability, or creating more equitable opportunities.< />

An example of this is Maid Sailors, a New York City-based cleaning service. The CEO, Joseph Passalacqua, partnered with Cleaning for a Reason, a nonprofit that offers free home cleaning to people undergoing cancer treatment. This gave employees a deeper sense of purpose.

One long-time cleaner told him that helping a breast cancer patient completely shifted how she viewed her job: “I’m not just cleaning homes anymore; I’m helping someone heal.” That mindset shift, Joseph shared, boosted employee engagement more than any bonus system ever did.
Support work-life balance with flexible work options. For many employees, feeling engaged means having the space to manage both life and work without burnout. Our research shows that 68% of employees say their ideal work week includes a hybrid of working from home and an office. In fact, 80% of meetings are now fully virtual or hybrid.

Offering flexible work arrangements—whether it’s remote days, flexible hours, or results-based work over rigid schedules—shows your team you care about their well-being beyond the workplace. When people feel trusted to manage their time, they show up more focused and committed.

Tie day-to-day work to company impact. Some employees find meaning in being part of a winning team—in knowing their efforts help the company grow, scale, or achieve major milestones. Don’t let their work feel disconnected from the bigger picture.

Share regular updates on company goals, customer impact, or business wins, and show how each department or individual contributed. When someone sees that their role played a part in hitting a new revenue target or expanding into a new market, it’s no longer “just work”—it’s something they helped build.

2. Grant employees more flexibility at work

Deloitte’s 2024 Global Human Capital Trends report revealed that employee engagement improves significantly when organizations create opportunities to develop stronger skills, do meaningful work, and advance in their careers.

When you give employees more room to move—not just physically, but mentally and professionally—you create the conditions for deeper engagement and stronger performance.

Here are two ways to do this:

Encourage task exploration. Allow your team to take on a variety of tasks instead of confining them to one role. By letting employees try out different responsibilities—like a flexible job rotation—you empower them to uncover hidden talents and passions, while serving the company.

Daniel Vasilevski, the Director and Owner of Bright Force Electrical, calls this a “skill swap.”

“Every three months, we set up a day where employees can temporarily swap roles or teach each other something outside of their usual responsibilities,” Daniel says.

“A field electrician, for example, might spend a few hours with the scheduling team to see how job assignments work from the office side. At the same time, an admin staff member might go on-site to get a firsthand look at the challenges electricians deal with.”

According to Daniel, skill swaps help break down barriers, build respect between teams, and help everyone understand the bigger picture. It also makes work more exciting and unpredictable, which his employees appreciate.

Adopt a “Context Not Control” approach. Instead of micromanaging every move, give your team the clarity, context, and trust they need to make smart, independent choices. That means setting clear goals, sharing information openly, and trusting employees to use their judgment rather than operating under rigid rules.

Netflix uses this approach. In No Rules Rules, Netflix’s co-founder, Reed Hastings and Erin Meyer explain how the company provides employees with high-level direction and access to critical information while giving them autonomy over how (and when) they work.

Getting rid of excessive policies and constraints gave employees room to be innovative and invested in their work.

You hire responsible people who operate with common sense and sound judgment.
You stay close enough to guide your team, especially when decisions risk straying from company values.
You set smart boundaries where needed. Even at Netflix, there are expectations—finance and accounting staff, for instance, need to be available during key periods like end-of-quarter close. And employees planning to take up to 30 days off are expected to coordinate with HR.

3. Ask for (and act on) feedback from employees.

One of the core duties of a leader is to give feedback. But, when feedback only flows in one direction, employees are unable to share their concerns about tasks or policies. And when employees don’t voice their thoughts, engagement and morale suffer.

Establishing a two-way feedback system helps create a space where every voice is heard and valued. Here’s how to implement this using the 3A framework: Ask, Acknowledge, Act.

Ask. Start by inviting open dialogue with your team using methods like one-on-one meetings, anonymous surveys, and casual team huddles. Ask questions like:
- How do you feel about our current process for handling projects?
- What obstacles are you facing in your day-to-day tasks?
- Which areas do you believe we could improve on to make your work more fulfilling?
These questions not only show that you care about their opinions but also provide concrete insights into areas that might need change.

Acknowledge. Once you receive feedback, listen actively and acknowledge employees’ concerns. This can be as simple as saying, “I really appreciate you sharing that,” or “I hear you saying that our current workflow feels overwhelming.”

You could paraphrase what you’ve heard to confirm accuracy, like, “So if I’m getting this right, you’d like more clarity in your role and better communication channels, correct?”

Acknowledgment isn’t just a nod—it’s about making your team feel heard and validating their experience.

Act. Develop a plan that addresses the issues raised, whether it’s refining a policy, adjusting workflows, or initiating new projects.

Let employees know the actions you’re taking: “Based on your feedback, we’re going to explore new tools to streamline our project management process,” or “I’m setting up a follow-up meeting to discuss how we can better address [issue the employee raised].”

If you can’t implement certain suggestions immediately or if they aren’t feasible, explain why and share what you’ll do instead. This step not only resolves concerns, it shows the employee that you take their input seriously — and that builds trust.

4. Allow employees to contribute to decision-making.

Beyond asking for feedback, actively involve your employees in decision-making processes. When employees get a real say in the company’s direction, they feel a sense of ownership, responsibility, and pride in their work.

They’re no longer just executing tasks; they’re shaping how things are done.

Here’s how you can make this work:

Involve employees in strategy discussions. Employees often have firsthand knowledge of day-to-day challenges that leadership may not be aware of. Including them in strategy discussions—especially when it directly affects their work—creates a culture of trust and shared responsibility.

Phil Portman, the CEO of Textdrip, did this when the company was debating a major pricing structure change. “Instead of making it a leadership-only discussion, I opened the conversation to our entire team.

What happened next was eye-opening—team members who usually stayed quiet started sharing insights that completely changed our perspective. They weren’t just more engaged; they took ownership of the decision because they helped shape it.”

Let employees own projects and initiatives. Giving employees control over specific projects helps them develop leadership skills while allowing them to directly shape company operations. So:
- Allow employees to pitch projects they’re passionate about—whether it’s improving a workflow, launching a new team initiative, or testing a new tool.
- Give them the resources and support needed to turn their ideas into reality.
- Set up check-ins to provide guidance, but resist the urge to micromanage.
Involve employees in hiring decisions. Your employees know the job demands and team dynamics better than anyone else, so involving them in hiring decisions can be a game-changer. They can help assess cultural fit, evaluate skill sets, and ensure that new hires align with team expectations. So:
- Have employees sit in on interviews and provide feedback.
- Let teams vote on top candidates after final-round interviews.
- Gather input from employees on what skills and traits they think are most important in a new hire.

5. Invest in employees’ career growth.

Gartner found that employee engagement increases by 61% when companies invest in their employees’ career growth. Create structured opportunities that help employees grow, connect, and advance within the company.

Here are two ways to do this:

Establish formal shadowing opportunities. Giving employees direct access to senior leaders allows them to learn things like decision-making, problem-solving, and communication through observation. It also promotes cross-team understanding, helping employees see how different departments work together to drive the company forward.
- Pair junior employees (mentees) with senior leaders (mentors) for a set period—whether it’s a weeklong intensive or a recurring monthly session.
- Encourage mentors to include mentees in key meetings, strategic discussions, and high-level projects.
- Provide a structured framework: Instead of just letting mentees "watch and learn," set clear goals for what they should take away from the experience.

Implement reverse mentorship programs. Younger employees bring fresh perspectives and digital fluency—things that senior employees can benefit from. Reverse mentoring creates a structured way for junior employees to share their expertise while strengthening company culture.
- Pair senior leaders with younger employees who have expertise in areas like social media, digital tools, or emerging trends.
- Make reverse mentoring part of leadership development to connect senior employees to evolving workplace dynamics.
- Encourage open discussions where both sides exchange insights on leadership, technology, and innovation.
This approach bridges generational gaps, breaks down workplace hierarchies, and creates an environment where employees at all levels can share ideas openly. It also helps senior leaders stay agile in an evolving business climate.

Read: Mind the Gap: How Gen Z is Disrupting the Workplace in 2024

Optimize meetings for engagement.

Meetings are an essential part of work, yet 72% of them are ineffective. That’s a massive time and productivity drain. However, the solution isn’t fewer meetings—it’s better meetings that keep employees engaged and focused.

Here’s how:

Make meetings feel active and goal-oriented. When meetings feel like one-way lectures, employees mentally check out. To prevent this, every meeting should have a clear purpose and include only those who truly need to be there.

Also, add open discussions, quick Q&A rounds, and rotating facilitators to encourage active participation and prevent meetings from becoming monotonous.

Use videoconferencing and collaboration tools with interactive features. In remote or hybrid settings, the right technology can boost engagement a great deal. Videoconferencing platforms like Zoom and Microsoft Teams offer live polls, breakout rooms, and chat functions that help drive participation and keep conversations flowing.

You can also use Slack for asynchronous discussions, quick feedback, or informal idea-sharing between and during meetings. Tools like Miro allow teams to brainstorm, map processes, and co-create content through digital whiteboards.

And if you use physical whiteboards in your in-office presentations, Jabra PanaCast 50 video bar comes with a Whiteboard feature that lets you stream your whiteboard content in real-time. This feature zooms in on your whiteboard, so remote participants don’t miss out on the visual thinking happening in the room.

Upgrade meeting equipment. Lagging video, muffled voices, and background noise make it difficult to follow conversations, forcing participants to repeat themselves and causing important details to be lost.

To keep meetings productive and inclusive, you need headsets that offer active noise cancellation, excellent voice pickup, and long-wear comfort—so employees can focus without distractions, even in busy environments.

Jabra’s Evolve2 headsets are built with these exact needs in mind. They block out background noise, deliver crisp, clear voice quality, and keep employees immersed in the conversation—whether they’re in the office or working from home.

If your team uses a hybrid work model, you’ll also want a video bar that captures everyone who’s physically present in the office. Our PanaCast 50 video bar does exactly that, offering a 180-degree field of view with 4K resolution, so remote employees can see and hear the full conversation without missing a beat.

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Read: Why Video is the Connective Tissue of Hybrid Work

7. Schedule watercooler sessions

Watercooler sessions are casual, informal conversations that happen between colleagues at work, typically around the office water cooler. Here, employees take a break from their tasks to chat about non-work-related topics like weekend plans, a new show they’re watching, or their latest hobby.

Whether you use the traditional office model or a remote/hybrid work model, these sessions are crucial for helping employees bond with their colleagues and feel a stronger sense of belonging at work.

Here’s how to facilitate these interactions:

Create dedicated spaces for casual conversations.
- In physical offices, set up comfortable break areas with seating where employees can step away from their desks and chat.
- For remote and hybrid teams, create a dedicated Slack channel or informal video call room where employees can casually check in and talk about non-work topics.

Encourage break-time conversations. Normalize stepping away from work for short, casual chats (15-20 minutes) rather than only communicating through scheduled meetings. Also, encourage employees to take coffee breaks together, whether in-person or through a virtual call.

Use icebreakers in meetings. Start team meetings with a quick, lighthearted question—“What’s a hobby you’ve picked up recently?” or “What’s the best meal you’ve had this week?” These small moments help employees feel more comfortable, encourage participation, and create a more relaxed, engaging atmosphere.

Read: Jabra Study Reveals the Biggest Future of Work Trends

Employee Engagement Strategies That Don’t Work

When deeper issues like poor communication, lack of trust, or weak management go unresolved, even well-intended employee engagement strategies fall flat. Here are four common strategies that often miss the mark:

1. Giving surface-level perks without addressing core issues

Free snacks, game rooms, and wellness stipends might seem like great ways to boost engagement, but they don’t mean much if employees feel undervalued, unheard, or overworked.

“We initially tried to boost engagement with superficial perks like occasional office parties and happy hours,” says Andrew Pierce, the CEO at LLC Attorney. “While fun, these failed to create lasting engagement or resolve deeper issues of motivation. We soon realized that meaningful engagement stems from authentic leadership and development opportunities rather than temporary incentives.”

Andrew’s right. Employees may enjoy the extras, but if their fundamental needs—like meaningful work, growth opportunities, and a supportive culture—aren’t met, engagement will continue to suffer.

2. Setting mandatory team-building exercises

While they’re meant to bring employees together, mandatory team-building exercises, like trust falls or virtual happy hours, can feel forced and unproductive. When employees feel pressure to participate in activities that don’t align with their interests, it can breed resentment rather than connection.

“If people are already feeling disconnected or overwhelmed, forcing them to play games just feels like more work,” says Evgen Kushnirchuk, the CEO of Hire Developers Biz. “Genuine engagement occurs when leaders show up as humans, not task managers. People want to feel seen—not managed.”

3. Relying on one-off annual engagement surveys

An annual engagement survey gives you a snapshot of how employees feel, but it doesn’t reflect the daily realities of the workplace.

Engagement shifts constantly based on workload, leadership changes, company decisions, and team dynamics, and a once-a-year survey won’t capture those shifts. By the time you review the results and take action, new challenges may have already emerged.

Jason Rowe, the founder of Hello Electrical, got better results when he shifted from an annual performance review to informal, ongoing feedback. “A few years ago, we noticed some techs weren’t improving as fast as they could, and job satisfaction dipped. Waiting for a once-a-year sit-down wasn’t cutting it.

We started weekly five-minute check-ins where team leads asked one simple question: ‘What’s making your job harder right now?’ Over six months, reported frustrations dropped by 28%, and productivity on service calls improved by 14% because we tackled small issues before they became big ones.”

4. Constantly hiring external consultants

Bringing in external consultants to assess engagement problems isn’t inherently bad. But if you don’t resolve leadership issues like poor communication, lack of recognition, or unclear expectations first, hiring consultants only treats the symptoms, not the cause.

Here’s why hiring consultants every time engagement drops isn’t a good idea:

Quick fixes, no depth. Consultants often focus on diagnosing issues and providing general recommendations rather than implementing long-term cultural change. So, they frequently recommend surface-level solutions like team-building exercises, but these don’t solve leadership challenges like ineffective communication or lack of employee empowerment.

Temporary impact. Engagement may improve briefly, but without real leadership changes, employees will quickly disengage again, creating a cycle of hiring consultants without meaningful progress.

Loss of trust. Employees notice when leadership avoids tackling real issues. If they see consultants coming and going with no real improvements, trust erodes, and engagement efforts feel like empty gestures.

High costs, low ROI. Repeatedly hiring consultants drains resources that could be better spent on leadership development programs that build long-term engagement from within.

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The Next Step: Measuring Employee Engagement

The best way to measure engagement is by gathering both quantitative data (surveys, turnover rates) and qualitative insights (conversations, feedback). Here’s how to do that:

1. Conduct pulse surveys.

Pulse surveys are short, frequent surveys designed to capture real-time insights into how employees feel about their work, leadership, and overall experience. Unlike long annual surveys, pulse surveys help track engagement trends over time and address concerns before they escalate.

Ideally, you should conduct pulse surveys once a month (or every quarter, at least). But ultimately, the frequency depends on company size and responsiveness to feedback.

That said, here are some questions you could ask in your survey:

On a scale of 1-10, how satisfied are you with your current role?
Do you feel recognized and valued for your contributions?
Do you have the tools and support needed to do your job effectively?
Do you feel comfortable sharing your ideas and concerns with leadership?
Do you see opportunities for career growth and development within the company?
Does your work feel meaningful and aligned with the company’s mission?
Do you feel your manager provides clear expectations and guidance?
On a scale of 1-10, how connected do you feel to your team and colleagues?
What is one thing leadership could do to improve your work experience?

Pro tip: The key is to act on the feedback. When employees see their input driving meaningful change, they’re more likely to feel heard and valued—leading to better engagement.

2. Calculate Employee Net Promoter Score (eNPS).

eNPS measures how likely employees are to recommend your company as a great place to work. It provides a quick snapshot of employee satisfaction and loyalty. To calculate eNPS, ask employees: “On a scale of 0-10, how likely are you to recommend this company as a great place to work?”

Here’s how to classify it:

Promoters (9-10): Highly engaged, loyal, and likely to speak positively about the company.
Passives (7-8): Neutral or moderately satisfied but not actively advocating for the company. Vulnerable to external job offers. They do not count toward the final eNPS score calculation.
Detractors (0-6): Less satisfied and may be disengaged, critical of leadership, or open to leaving if issues persist.

It might seem surprising that scores as high as 6 fall into the “detractor” category, but there’s a reason. Employees in this range are often less enthusiastic, less loyal, and more likely to speak negatively about your company—even if they’re not outright unhappy.

Similarly, scores of 7 or 8 reflect lukewarm sentiment—these employees aren’t dissatisfied, but they’re not actively promoting the organization either. Only 9s and 10s indicate strong loyalty and genuine advocacy, which is why the bar is set so high.

Once feedback is in, apply this formula:

eNPS = % of Promoters – % of Detractors
So, if 60% of your employees are promoters, 20% are passives, and 20% are detractors, then your eNPS would be 60% - 20% = 40.
A high eNPS suggests strong engagement, while a low or negative eNPS signals deeper cultural or leadership issues that need to be addressed.

Pro tip: According to Hive HR’s Q3 2024 benchmarks, eNPS scores of:

+41 and above are outstanding
+21 to +40 is very good
-10 to +20 is a typical score
-11 and below is a low, concerning score.

3. Conduct one-on-one meetings.

Regular one-on-one check-ins between leaders and employees offer qualitative insights that surveys can’t capture. These conversations help uncover work challenges, motivations, and areas for improvement.

Some questions you could ask include:

How are you really doing?
What’s been going well for you at work lately?
What challenges are you facing?
Do you feel supported in your career growth?
Is there anything I can do better as your manager?
What excites you most (or least) about your work right now?

Pro tip: Don’t only talk about work in these meetings. Also, give employees space to share what’s on their minds—whether it’s work stress, personal struggles, or anything else they feel comfortable discussing.

4. Calculate employee turnover rate.

Employee turnover rate measures the percentage of employees who leave a company within a given period. A high turnover rate can indicate deeper workplace issues, such as poor leadership, lack of career growth opportunities, or low job satisfaction.

The formula for calculating employee turnover rate is:

Employee turnover rate = (Number of employees who left ÷ Average total employees) x 100
So, if you have 500 employees and 50 leave within a year, your turnover rate would be (50 ÷ 500) x 100 = 10%.

According to the 2024 US Mercer Turnover survey, the average employee turnover rate in American companies is 13.5%. Generally, a turnover rate above 15-20% indicates that something in company culture, leadership, or engagement needs attention.

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Engagement Starts With You

Employee engagement isn’t about quick fixes or surface-level perks—it’s about the actions leaders take every day. When you connect employees’ work to a meaningful mission, involve them in decision-making, act on their feedback, and create opportunities for growth, engagement becomes a natural outcome.

You don’t need a massive overhaul to make a difference. Start small—listen more, lead with intention, and take consistent action. When you show up for your team, your team will show up for you.