An "engaged employee" is defined as an individual who is involved in, enthusiastic about, and committed to their work and workplace—in other words, an employee that every company would love to call its own. And yet, according to a Gallup poll, only 3 out of every 10 employees are actively engaged at work, a statistic that no employer would want to call its own. So how can businesses change this? In his Forbes article entitled "Cultivating Employee Engagement With Emotional Connection," author Louis Carter asserts that if companies want employees to be actively engaged with their jobs, then the company needs to be actively engaged with its employees—and that means making an emotional connection that lets employees know their opinions, contributions, and input are both appreciated and highly valued. Read the full article to learn Mr. Carter's advice for companies that want to improve their business by improving their communication with employees.
Why does emotional connection matter for employee engagement?
Focusing only on results can unintentionally create a distracted, disengaged workplace. According to a Gallup poll cited in the article, only 3 out of 10 employees are actively engaged at work. That means most people are not bringing their full energy or creativity to their roles.
Emotional connection helps change that. When employees feel seen as whole people—not just as job titles—they are more likely to:
- Stay loyal to the organization
- Contribute ideas instead of just completing tasks
- Collaborate more openly with colleagues
- Feel secure and positive about how they earn a living
The article points out that companies that intentionally foster emotional connection tend to see stronger ties, higher loyalty and better profits. In other words, investing in moral accountability and human needs first doesn’t compete with the bottom line—it helps reshape it for sustainable performance.
How can leaders practically increase engagement day to day?
The article highlights several practical approaches leaders can use to build engagement in daily operations:
- Use consistent check-ins and group conversations
Regular 1:1s and team discussions give managers different perspectives and help them understand what employees need to succeed. - Encourage autonomy and creative control
Referencing Daniel Pink’s work, the article notes that when employees are given more freedom, they tend to outperform consistently. For example, restaurants that let staff suggest menu changes see higher job satisfaction and productivity. - Create structured touchpoints for connection
The Ritz-Carlton’s daily “line-up” is a short huddle where team members share ideas, recognize achievements and mentally transition into the workday. This kind of ritual can be adapted to any organization. - Promote open dialogue and collaboration
Engagement grows when people are encouraged to speak up, share expertise and solve problems together, rather than being micromanaged. - Clarify mission and values
Having a clear mission and discussing it at all levels helps employees see how their work fits into a bigger picture, which increases meaning and ownership.
These are not one-time initiatives. They are habits that, over time, help reimagine the workplace as a place where people feel trusted, heard and responsible for outcomes.
What is the link between responsible business practices and engagement?
The article connects responsible business practices directly to employee engagement and financial outcomes. When organizations act with moral accountability and “conscious commerce,” several things happen:
- Employees feel proud of where they work
When a company is clearly trying to create a better world, people feel their daily work contributes to something meaningful, which strengthens emotional connection and loyalty. - Stakeholders become more committed
The article notes that shareholders are more willing to do business when they feel they are making a positive mark on the world. - Profits can grow alongside impact
One example is Waiākea Hawaiian Volcanic Water. For every liter sold, the company donates one week of clean water through Pump Aid and invests in wells for communities in need. The company also uses 100% recycled materials for bottles and runs a carbon-neutral factory. As these practices scaled, Waiākea’s profits grew and the company began receiving awards.
Another example is Home Depot’s “functional family” approach, where vendors, customers, employees and suppliers are treated as part of one ecosystem. This mindset helped create:
- Loyal customers who value fair prices and quality
- Employees who feel their expertise and work ethic are appreciated
- Suppliers who benefit from consistent, bulk orders
In short, when companies prioritize people and the environment alongside profit, they build trust, credibility and engagement. That, in turn, helps reshape long-term performance and resilience.
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