The search for optimal employee engagement isn't new - in fact, it's been researched and studied since the 1920s. We've long recognized the significance of employee engagement in fostering retention, motivation, commitment, and productivity among our workforces. However, despite this awareness, global employee engagement rates continue a downward spiral, leaving companies and leaders grappling with what seems like an elusive phenomenon.

And while our approach to employee engagement all this time may not have been entirely off the mark, it's time for a paradigm shift. Rather than viewing engagement as the primary metric, at Brivia we propose a different perspective - one that places emphasis on the concept of meaning. Engagement, we argue, is an outcome rather than a precursor. Like the wake trailing a ship's rudder, engagement reflects where we've been rather than guiding us to where we need to go. By the time engagement is measured, it's already too late - we're merely guessing.

So, what constitutes the input? Put simply: meaning. A meaningful experience lies at the core of what we term "the four pillars of optimal performance": focus, energy, commitment, and effort. These pillars, akin to engagement, are outputs of meaning. When our staff find meaning in their work, they exhibit heightened focus, energy, commitment, and effort. Meaning, therefore, acts as a catalyst, activating all four pillars simultaneously.

While the notion of meaning may sound abstract, it's inherently practical. Meaning stems from the alignment of individuals' needs, values, goals, and strengths within their work environment. When these elements converge harmoniously, employees experience a sense of satisfaction and, some people experience, deeper fulfillment, leading to optimal functioning and elevated performance.

Reflect for a moment on your own career journey - those moments of peak motivation likely coincided with instances where your needs, values, goals, and strengths were acknowledged and/or leveraged to some degree. And on the other hand, times of dwindling motivation often stem from unmet needs, blocked goals, or misaligned values. Interestingly, these factors are often simple and actionable, yet frequently overlooked by organizations.

For leaders, understanding and responding to the unique experiences of employees is paramount. It's akin to the adage, "You can't leave a place unless you arrive." To effect change, leaders must first comprehend what meaningful experiences entail for their teams. This necessitates tuning into individuals', what we refer to as one or more of their CORE 4 - their needs, values, goals, and strengths- both at an individual and collective level.

Notably, not everyone is consciously aware of their CORE 4, yet it invariably influences their behaviour and motivation. That means fostering open dialogue and providing platforms for self-reflection are crucial in uncovering these underlying factors.

So, how can we as leader tune into our employees' experiences effectively?

1. Start by looking inward. That is, understand your own CORE 4. What do you need? What do you value? What goals are you striving to achieve? What strengths do you bring to the table?

2. Set your leaders up for success. Equip them with the necessary communication and relational skills to engage in meaningful conversations with their teams.

3. Conduct regular one-on-one sessions with employees. Ask each team member two things: What part of their work do they appreciate the most, and what part motivates them? Make use of tools like our Preferred Leadership Profile and the Key Performance Motivator Scale (KPMS) to delve into what truly matters to each individual.

4. Align organizational objectives with employees' CORE 4. Create opportunities for meaningful experiences that resonate with their needs, values, goals, and strengths. Only by understanding and leveraging these factors can organizations foster a culture of engagement and fulfillment.

The recent upheavals brought about by the pandemic have highlighted the importance of meaningful work. Employees aren't merely seeking jobs - they're searching for roles that provide them with a sense of purpose and fulfillment. As such, prioritizing employees' well-being and fostering meaningful experiences is no longer a choice but a necessity.

Traditional engagement surveys fall short in capturing the essence of what truly drives optimal performance - meaningful experiences. To bridge this gap, organizations must adopt tools and methodologies that measure meaning directly. By doing so, we can steer away from guesswork and chart a course towards a more engaged, motivated, and fulfilled workforce.

To learn more about Brivia's approach for elevating employee experiences and strengthening a culture of optimal human functioning, check out our M3 (Most Meaningful Measures) tool. We think it's pretty cool!

Stephen de Groot is President and CoFounder at Brivia. He is the author of Responsive Leadership (SAGE, 2016) and Getting to Better: A New Model for Elevating Human Potential at Work and in Life (Fall, 2024). To learn more about Stephen, his work and the Brivia approach click HERE.