intelligence
TREND WATCH
The Middle of
Engagement
BY ALEX MOORE
Although many assume implementing employee
Middle managers engagement tactics is the sole responsibility
of talent development, HR, or the C-suite, that
have a great might be incorrect. According to The Middle Rev-
effect on employee olution, a recent study from TINYpulse, another
engagement. group of leaders is playing an increased role: the
middle manager.
More than 70 percent of the studys 500 re-
spondents reported that their manager had
implemented engagement tactics. Of the other
30 percent, more than half said they would prefer
if their managers did.
Managers outside the C-suite are incredibly
important to their organizations and have the
power to inspire and uplift employees, the study
notes. They are leading the charge in implement-
ing employee engagement strategies at work.
This should come as no surprise.
Most workers interact with their manag-
ers on a frequent basis, at least more frequently
than with the C-suite, talent development, or
HR. That means managers are more likely than
other leaders to notice when employees are
disengaged or apathetic about their jobs. Like-
wise, they are more likely to observe which
factors contribute to a happy, punctual, and
profitable workforce.
Thus, its clear why organizations enjoy a slew
of benefits when they hand the reigns of engage-
12 TD | November 2016
ment tactics to midlevel leaders. The TINYpulse
study presents the following benefits.
A greater likelihood to retain employees.
On a 1-10 scale, workers whose managers
handled engagement were more than a full
point less likely to leave their company for a
10 percent raise.
Better responsiveness to employee needs.
On a 1-10 scale, workers whose managers
handled engagement rated their organiza-
tions effectiveness in responding to feedback
nearly a full point higher than those whose
managers did not handle engagement.
A perception of high growth potential. On a
1-10 scale, workers with managers respon-
sible for engagement rated their perceived
growth potential more than a full point
higher than employees who reported to
managers who did not.
Obviously, these benefits align closely with
the goals of many HR and talent development
professionals. Managers can help these leaders
do their jobs, so it may be beneficial to every-
one when managers receive training on best
practices for bringing out their workers most
enthusiastic selves.
Alex Moore is the research coordinator for the
Association for Talent Development; amoore@td.org.
PHOTO: THINKSTOCK
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