Have you noticed a difference in the work performed by an "energized" and "disengaged" employee?

Have you measured the differences between their engagement, productivity, effectiveness of the work performed, and results?

In today's article we will discuss:

1. How to turn company goals into employee personal goals

2. How to gain employee loyalty?

3. Why is it important to retain loyal employees?

4. What does intrinsic ("natural") motivation mean and what are its advantages?

5. Why is employee engagement critical for modern businesses?

6. How is engagement measured?

How to turn company goals into employee personal goals?

In the process of developing and building the organization, each of us, regardless of our position, has a "share of bricks to lay," our role and mission, which we must achieve and fulfill.

The clearer and more understandable each employee's share of responsibility, role, and position goals are, the greater the employee's motivation and, consequently, effectiveness.

The formula is simple - turn the company's goals into the employee's personal goals and you will definitely achieve results!

But how do we turn it into something?

There is probably no unique formula that will be equally effective for all organizations, but there are systems that we HR professionals should create, implement, and develop in the organization.

• Proper and effective recruitment process - hire for potential and values, not just experience.

• Effective onboarding process - help the employee adapt quickly and effectively.

• Sound organizational structure - A transparent organizational structure tailored to the company's goals.

• Clearly and specifically defined roles and responsibilities - give employees appropriate autonomy and freedom.

• Developing environment - create a real opportunity for employees to learn and develop.

• The right organizational culture - discover, define, and communicate the company's values to employees.

• Strong HR Branding - Become a strong and desirable employer.

How to gain employee loyalty?

Loyalty is not created by adhering to the terms of an employment contract or by material incentives alone - it is formed slowly, consistently, and through a process based on human relationships and values.

An employee becomes loyal when he sees that the organization perceives him not just as a "resource", but as a partner who grows, develops, and creates value with the company.

Gaining loyalty begins with making the right choice - when a company chooses a person whose values, expectations, and abilities align with the organization's goals and culture.

After that, fair treatment, transparent communication, recognition of achievements, and the real opportunities that the company offers the employee for professional and personal development play a decisive role.

A loyal employee is created when he sees that:

• His work matters;

• His opinion is power;

• Its development - a plan for the future;

• And the value of its existence in the organization.

The organization must work on discovering, nurturing, and supporting the employee's potential, and ultimately will receive not only a professional, but also an equally loyal "ally" who considers the company's success as their own.

This is precisely the emotional and valuable connection that creates and is more valuable than any resource.

Why is it important to retain a loyal employee?

A loyal employee is a direct strategic advantage for every organization.

Many things can be “bought” in the labor market. You can find and hire any desired competency, experience, or skill, but it is difficult to find and even more difficult to hire “loyalty,” which is uniquely the most important thing for any organization.

If we put the emotional factor aside and only consider this issue rationally, the answer is still clear: the company should try its best to retain loyal and committed employees in the long term.

Gaining loyalty is a difficult and individual, yet quite long-term process because it is shaped by individual motivations and values. That is why an organization should value the time, energy, and resources it spends on developing loyal employees and should retain such people as much as possible.

A loyal employee creates a unique and unique value in the organization. He/She understands, protects, and always acts in the best interests of the organization, improves the environment, and has a positive impact on team motivation.

What does intrinsic ("natural") motivation mean and what are its advantages?

Everyone needs motivation, and of course it has a great impact on encouraging employee behavior.

An organization is obliged (if it thinks about long-term results, of course) to develop and implement motivational systems that can encourage employees, but stronger than all external stimuli is intrinsic (intrinsic) motivation , which has the greatest power and, in many cases, can make an employee do even the "impossible."

Intrinsic (natural) motivation - when the employer and employee meet at the right time and place. Where the employee's challenges, interests, and abilities are aligned with the company's current needs.

Connecting such "coincidences" is a very interesting and complex process and includes:

• Searching - finding the right people;

• Discovery - seeing their potential;

• Care - a development-oriented environment;

• "Thriving" - supporting the employee's personal and professional growth;

• Maintaining - long-term partnership.

• This process is one of the most important missions of HR.

The essence and importance of employee engagement

For the success of modern business, it is necessary to establish an organizational culture where employees do not just perform specific functions, but also: He feels and realizes his own importance, sees his role in the organization and his personal goals naturally merge with the goals of the company. It is in this process that the energy and motivation that drives the organization forward are born.

Employee engagement includes an employee's emotional, intellectual, and behavioral participation in achieving the organization's overall goals.

Naturally, there are many effective tools for researching employee engagement, however, the "symptoms" of "engaged" and "disengaged" employees are often easily discernible, even through simple observation of an employee's behavior.

Behavioral symptoms of an “inflamed” employee:	Behavioral symptoms of a “burned out” employee:
Showing initiative - seeks and creates new opportunities.	Loses initiative and involvement - no longer interested in improving processes.
High responsibility - meets deadlines, does not require daily monitoring.	Decreased responsibility - completes tasks late or with insufficient quality.
Proactivity - does not complain about problems, offers solutions and effective solutions.	Low energy and apathy - loses work drive, participates less in meetings.
Enthusiasm and positive energy - openly shares opinions, has a positive impact on the team.	Expresses irritation and skepticism - reacts negatively to changes, often expresses dissatisfaction.
High-quality performance - focused on achieving results, not just on the technical performance of the job.	Low quality performance - does "only what is necessary" and does not care about the results.
Collaboration and teamwork - supports the team and contributes to overall success.	Isolated behavior - avoids communication and team activities.
Development-oriented - learns, asks for and shares feedback.	Not focused on development - does not want to increase knowledge and improve skills.

Gallup research shows that the level of engagement has a direct and significant impact on organizational outcomes:

• Engaged employees are 21% more productive, which directly impacts the company's financial performance.

• Employee turnover is reduced by 31%;

• Customer loyalty increases by 80%.

This data demonstrates that employee engagement is not only part of organizational culture, but also one of the most powerful determinants of business results.

Engaged employees work better, leave the company less often, have higher performance, and directly increase the organization's chances of success.

Methods for measuring employee engagement

The following tools are used to assess employee engagement:

• Engagement Surveys - in-depth, anonymous surveys that measure employee satisfaction, motivation, perceptions of the work environment, and psychological safety.

• Pulse Surveys - short and frequent surveys that reflect the team's "emotional temperature" and reactions to changes in real time

• Behavioral Analytics - data on the actual behavior of an employee: initiative, activity, cooperation, quality of performance, work style.

• 1:1 Check-ins – Regular dialogue and feedback between an employee and a manager to assess motivation, challenges, and engagement dynamics.

• Stay & Exit Interviews – Identifying factors that drive loyalty and demotivation.

Employee engagement is no longer just an HR concern. It is a strategic business priority that determines a company's sustainability, human capital effectiveness, and ultimately has a major impact on organizational outcomes.

The success of a company, yes, depends entirely on the level of employee engagement. In today's business world, to achieve success, it is no longer enough to simply provide material incentives to employees, furnish the office, or develop their technical skills.

Article author: Mari Metonidze, HRBP