Career engagement is the emotional commitment an employee has towards the organization and its goals, leading to a genuine care for their work and company. Having provided career coaching services to The Gillette Company for over 15 years, I observed remarkable employee engagement firsthand.
In my consulting role at Gillette, I worked at all organizational levels, with some of the most insightful learning coming from my work on the factory floor. I conducted a career development program for all supervisors and managers, emphasizing three key concepts: autonomy, growth, and connection. Supervisors were tasked with creating an environment that promoted self-direction among employees. They also encouraged connection and growth by offering training and fostering a growth mindset among their teams. This led to numerous employees enrolling in part-time college courses and taking advantage of internal classes at Gillette, filling the factory floor with motivation as employees felt their work was meaningful and impactful.
Additionally, I led a full-day career development class open to all employees. The class emphasized the importance of employees taking charge of their careers. While an energized and caring manager is crucial for employee engagement, it’s equally important for individuals to take ownership of their careers and personal brands. Gillette’s investment in its employees resulted in impressive retention rates and productivity.
In weekly interactions with my current leadership coaching clients, they have shared what keeps them engaged. There are three key factors in their engagement:
- Authentic Leadership: their manager’s authentic care and creation of a trusting work environment. For instance, my husband’s team at Verizon participates in a 15-minute stretching activity called “Stop & Stretch,” led by his manager once a week. The laughter and positive comments I often hear remind me that employee engagement doesn’t have to be expensive; it’s about leaders providing autonomy, trust, empathy, fun, and appreciation.
- Impact & Growth: the opportunity to learn and hold a position in their organization that they perceive as meaningful and to use their strengths to have impact in their department. Many of my clients also shared that having a culture that aligned with their values was crucial.
- Connection: the definition of connection varies from person to person, but it’s important. One of my leadership clients told me, “The thing that keeps me the engaged at work is camaraderie. There’s nothing more engaging than collaborating with others, feeling like your team has your back, and knowing that, in turn, I am helping others.”
Caring leaders, impact, growth, meaningful work, and making connection a priority are key factors that lead to engagement and a positive employee experience. It’s about the moments that matter!
By Beth Benatti Kennedy, MS, LMFT
Benatti Leadership Development
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