Reigniting employee engagement with strategies that stick

Gallup’s State of the Global Workplace Report tells a harsh truth in terms of employee engagement, particularly among managers. Globally, only 27% of managers report feeling engaged at work. In Europe, that figure drops to 16%, and in Ireland, a mere 9%. These numbers confirm what many HR professionals have sensed: the nature of work has changed, and traditional engagement strategies no longer suffice.

To reignite engagement, organisations must embrace approaches rooted in empathy, emotional intelligence, and adaptability. As we enter Q4 and look ahead to 2026, it’s time to ask: what strategies truly move the needle?

Two leaders making strides in this space are Gillian McMahon, Head of HR at Enet Communications (previously BT Ireland), and Blanaid O’Regan, Director of People and Culture at Siro. Both are driving meaningful change in how their organisations connect with employees.

In Pinnacle HR’s latest LinkedIn Live, I asked them how they felt about this worrying trend and what actions they’re taking to reignite employee engagement.

First things first, the data doesn’t lie

The report shows that only 9% of Ireland’s managers feel engaged. While this number seems frighteningly low, Gillian and Blanaid can acknowledge that employee engagement takes constant effort. Their own employee surveys show that it’s important to reimagine how organisations can tackle this problem, while actively involving their employees. It’s clear that this an area that needs constant focus and a strategy to match.

Meeting employees where they are

Gillian takes a pragmatic approach when it comes to breaking down the needs of today’s workforce. With more people working then ever you now have a workforce that spans multiple generations, from seasoned professionals to fresh graduates their expectations can vary widely.

For Gen Z hybrid working is an expectation, not a perk. Many employees now prioritise health, wellbeing, and family time, and remote work better supports these values.

Build trust first, then strategy

During the pandemic, HR teams were thrust into change management roles, charged with catering to people’s changing circumstances, all while continuing to deliver in their roles. Gillian’s team navigated this transition smoothly thanks to a foundation of trust built around flexible work policies pre-COVID. That trust enabled a seamless shift to remote work and continues to support employee engagement today.

When we come together it's to meet with purpose

She also highlights the importance of “meeting with purpose.” Onsite days should foster genuine connection and collaboration, not serve as box-ticking exercises. This intentionality preserves trust and reinforces the value of in-person interaction within the company.

Communication is key, particularly when it comes to values

Both leaders stress the importance of transparent, multi-channel communication. Using the tools you have available whether it’s Teams, a company newsletter or internal forums, deciding which platform to use and when is critical to a well-tailored internal comms strategy. These initiatives foster a sense of belonging and keep employees informed and engaged. It’s encouraging to see what Blainaid phrases as a “huge appetite for information” as this shows an encouraging path to increasing employee engagement. People want to know what’s going on and how it affects them.

She also notes that employees want to see values in action. It’s not enough to list sustainability or DEI on the website. Organisations must demonstrate how these principles shape daily decisions. It’s a topic they see as important from the interview stage right through daily engagement practices.

Value your managers and equip them with the tools they need to succeed

Given their pivotal role, managers must be a central focus in engagement strategies. Gillian shares that BT Ireland noticed a drop in manager engagement and responded with a quarterly forum where managers across departments connect, share feedback, and engage directly with senior leadership. 

This initiative has strengthened communication and created a supportive community for managers to learn from each other and be a direct line of communication from the workforce to senior management.

Every employee wants the same thing: the opportunity to grow

Blanaid’s experience shows that employees are deeply invested in their own growth. Siro’s engagement surveys reveal that career development is a top priority. In response, they launched a “Development Week” where departments showcase their work and highlight internal progression opportunities. This initiative helps employees envision their future within the company and plan their next steps.

From my own work in executive search, I can confirm that lack of career progression is the number one reason candidates consider leaving. It’s encouraging to see HR leaders tackling this head-on.

Use external resources to help you start your journey to better employee engagement

Both Gillian and Blanaid recommended external accreditation as a starting point when tackling engagement issues. Initiatives like Healthy Place to Work  and The KeepWell Mark can provide proven frameworks with measurable steps and benchmarks for your success. 

These accreditation plans help you focus your energy and resources on key areas that directly benefit your employees. They can turbocharge your health and wellbeing initiatives and put inclusion and belonging at the centre of your engagement goals.

It’s also much easier to track your progress and see how far you’ve moved the need when implementing these new strategies.

What I learned from this conversation

Flexibility with personalisation

Flexibility is essential, but it must be personalised. Whether employees need time for young children or aging parents, the underlying motivation is the same: to feel supported and understood. By meeting employees where they are, building trust, and investing in meaningful communication and development, organisations can reignite engagement and create workplaces where people truly want to be.

For the full conversation, grab a notebook and pen and watch the full episode, so many good takeaways from two HR leaders doing meaningful work in the employee engagement space.