5 Drivers of employee engagement

All stats are accurate as of November 2024

By now, we all understand the importance of employee engagement — which is why so many organisations are taking great strides to improve upon it over time. Employee engagement is a cornerstone of a thriving workplace, directly impacting productivity, innovation and retention. Knowing this is all very well and good, but how do you actually improve upon employee engagement levels?

Understanding the drivers of employee engagement allows organisations to create focused strategies that align employees with organisational goals. People Insight’s Pearl™ model identifies five primary drivers of employee engagement: Purpose, Enablement, Autonomy, Reward and Leadership. 

Let’s explore each of these drivers of employee engagement and their significance in creating a committed, engaged workforce.

Related: The Pearl™ model explained

Purpose: Aligning roles with organisational vision

Purpose is about more than mission statements — it’s about how employees perceive their role within the broader goals of the organisation. When individuals see how their contributions align with the organisation’s vision, they feel connected and motivated.

A survey by Deloitte found that purpose-driven companies have 30% higher levels of innovation and 40% higher employee retention rates. Employees who understand and believe in the organisation’s goals are more likely to bring their full potential to work.

Developing a sense of purpose involves:

• Clear communication about the organisation’s goals and values.
• Demonstrating how each role contributes to the bigger picture.
• Regular feedback and conversations about how individual efforts impact success.

Employees who resonate with the organisation’s purpose are more engaged and driven to achieve shared goals. But what does our cross-sector benchmark data say about employees and purpose? Currently:

• 81% of employees understand the aims of their company
• 87% of employees know how the work they do helps their company achieve its aims
• Only 62% of employees know how well their company is doing against its objectives

Enablement: Setting up employees for success

Enablement encompasses the resources, support and conditions employees need to perform at their best. This includes, amongst other things, access to the right tools, effective communication within teams and a supportive work environment.

According to a CIPD study, organisations that invest in resources and training for their staff see a 24% increase in engagement levels. This really goes to show how important it is to remove any and all barriers to productivity.

Key strategies to drive enablement:

• Providing updated tools and technology to meet job demands.
• Encouraging open communication among team members.
• Offering clear guidance and addressing operational roadblocks swiftly.

When employees feel equipped to succeed, they are more likely to remain engaged and committed. And what does our data say about employee enablement?

• 68% of employees feel they have the training and development needed to do their job 
• 61% of people feel everyone communicates openly at their company, regardless ofposition or level 
• 76% of employees feel people help and support each other at their place of work 
• 75% of employees are satisfied with their physical work environment
• 72% of employees feel they have the equipment and resources they need to do their job roperly
• Only 46% of employees feel communication is good between teams

Autonomy: Encouraging independence and balance

Autonomy gives employees the freedom to take ownership of their work, which in turn builds trust and personal accountability. This employee driver is also closely tied to work-life balance and mental wellbeing, both critical components of an engaged workforce.

Granting employees greater control over how and when they work can significantly reduce these stressors.

Ways to support autonomy:

• Implementing flexible work policies, such as hybrid models.
• Encouraging self-management and decision-making.
• Providing mental health support and promoting wellness initiatives.

Autonomy empowers employees to work more effectively, which boosts morale and engagement. Let’s check out what our data says about autonomy in today’s workplace:

• 68% of employees feel they can strike the right balance between work and home
• 65% say their company does enough to support their health and wellbeing
• 82% feel they have the freedom to get on with their job
• 64% say they can comfortably cope with their workload
• 64% say their opinion is sought on decisions that affect their work

Reward: Recognising and supporting efforts

Reward goes beyond salaries and bonuses. While extrinsic rewards such as promotions and benefits are important, intrinsic, non-monetary rewards — feeling valued, recognised and supported — often have a more lasting impact.

Rewarding employees with growth opportunities not only improves engagement but also increases loyalty.

Key components of reward:

• Regular recognition of individual and team achievements.
• Transparent career development pathways.
• Access to upskilling and training programmes.

When employees feel valued and see their efforts acknowledged, they are motivated to contribute their best. Let’s take a look at employee sentiment in this area:

• 65% of employees feel valued and recognised for the work they do
• 63% say they have the right opportunities to learn and grow at work
• 52% claim their career development aspirations are being met
• 50% say their rewards are linked to their performance and contribution
• Only 47% say they are satisfied with the pay they receive for the work they do

Leadership: Inspiring confidence and trust

Leadership and line management play a key role in shaping the employee experience. Leader and managers who actively listen, provide support and champion positive change while exhibiting company values create an environment where employees feel heard and valued.

Effective leadership and management behaviours include:

• Regular one-to-one meetings to address individual needs.
• Demonstrating empathy and understanding employee challenges.
• Leading by example and showing commitment to organisational values.

Strong leadership ensures employees feel connected and secure, reinforcing their commitment to the organisation. Here are a few stats on the topic of leadership:

• 61% of employees feel their senior leaders provide a clear vision of the overall direction of their company
• 68% of line managers give regular feedback
• 87% of employees say their line manager treats them fairly and with respect 

Focusing action plans on key drivers of employee engagement

Understanding the drivers of employee engagement is only the first step. Post-employee survey, it is essential to identify specific areas for improvement and develop targeted action plans.

For example, if survey results reveal gaps in enablement, focusing efforts on resource allocation or team communication can make a measurable difference. If leadership emerges as a concern, investing in leadership development programmes can help rebuild trust and confidence.

By tailoring action plans to address the most impactful drivers, organisations can achieve sustainable improvements in engagement. Regularly revisiting these drivers keeps organisations attuned to employee needs and strengthens the foundation for success.

The drivers of employee engagement above offer a clear framework for creating a motivated, high-performing workforce. Our Pearl™ model provides organisations with the tools to assess and address these drivers effectively. By acting on the insights gained through employee surveys, organisations can foster a culture of engagement that benefits both employees and the organisation as a whole.

To learn more about improving employee engagement in your organisation, contact People Insight and discover how our tailored survey solutions can make a difference — or  learn more about Pearl™ in our whitepaper.