A best friend at work

Throughout my career, at nearly every place I’ve worked, I commissioned, orchestrated, or completed some sort of employee engagement survey. It’s well documented that employees are a company’s greatest investment and that engaged employees have a positive correlation with profitability. According to Gallup, “companies with actively engaged employees have 21% higher profitability.”

As for those numbers measuring “engagement,” the same Gallup employee survey reports that only 32% of employees are engaged in their work—a number that has been steadily declining since 2021. There’s a cost to that—approximately $2 trillion in lost productivity in the U.S.

Just what is employee engagement? I’ve often heard it described as an employees’ willingness to invest extra time and effort in accomplishing work goals. Not just showing up and delivering the minimum required, but, for example, showing up a little early and delivering more than expected. HR Cloud defines employee engagement as going “beyond job satisfaction, directly impacting workplace productivity, retention, and company culture. Engaged workers are more committed to their roles and the organization’s goals, leading to better performance and business outcomes.”

Having that “best friend at work” adds to an employee’s engagement in their work and in relating to their coworkers. As humans, we instinctively want connections to others and to feel like we belong. Friends, whether in our social or work lives, provide connection and belonging.

Retaining talent, means keeping them engaged in your company and not looking for a better offer elsewhere (which apparently, 51% of employees are doing). Increasing employee engagement is not easy, but the advice is clear.

First, create a culture where everyone feels seen, heard, and valued. This is more difficult with remote or flexible working environments. What used to happen casually around the water cooler or as folks gathered in a meeting room now requires more intention. When you meet up with employees face-to-face, make eye contact and genuinely ask about them and their work. Start video meetings early so you can greet and chat as folks log on. Schedule regular one-to-one meetings with each individual and do all you can to not change the date and not be distracted by email or phone calls.

Second, communicate, communicate, communicate. Speak openly and often, sharing your vision, the company’s priorities, your expectations, and your mistakes (always with lessons learned and plans for recovery, of course). Communication boosts morale, increases efficiency, and provides stability.

Third, make smart investments in workforce, tools, and systems. It is no small feat to ensure your staffing is aligned with your efficiency expectations and that everyone has the training and tools to do their jobs safely and well. It’s even harder to leverage investments in systems that run your operations, human resources, customer interactions, and finances. Anyone who has ever been part of converting an operating system or migrating to a digital platform knows that the work is part technology, part creativity, and part behavioral change. I have a few lessons learned on that front if you ever want to grab a cup of coffee and chat about ERPs, e-commerce, or CRMs.

Fourth, feedback. Employees want to know how their doing and where they can do better. Whether you use an intricate performance management system or rely on those regular one-to-one meetings, give your employees feedback. Recognize accomplishments, coach them through difficulties, and celebrate wins as a team. Pro tip: Rely on an HR professional to get this one right—they usually have a well-stocked feedback and recognition toolbox.

And finally, encourage work friendships. The data on the percentage of employees with close work friendships varies from 20% (Gallup) to 77% (Nectar), however most studies show the correlation between a best friend at work and engagement, mental health, and productivity. Work friendships are born of trust and regular interactions, while maintaining professional boundaries. What are you doing to give your employees the opportunity to start and grow workplace friendships?