According to research at HR Solutions, a shocking 75% of the U.S. workforce is Disengaged. The majority of those employees are Ambivalent (59%), leaving a mere quarter of Actively Engaged Employees. With such a low number of Engaged Employees, it is understandable that improving Engagement levels is a top priority for many organizations. However, the first step in creating an Engaged Workforce is often the most overlooked: the selection process.

Organizations rarely take Engagement into consideration when selecting employees, and even when they do, it is usually a subjective measure. Interviewers may ask themselves, “Does this candidate appear excited about the job?” or “Would this candidate be bored with the job duties?” However, these subjective measures of future Engagement are often inaccurate. According to prevalent research and the view of the American Psychological Association, these subjective measures are relatively flawed at predicting future performance of job candidates due to their vulnerability to rater errors and biases.

What can organizations do to create an Engaged workforce?

The inadequate methods of predicting future Engagement during the selection process have played contributing roles to the overwhelmingly low Engagement levels of employees. In order to combat the potential subjectivity of interviewer perceptions, employers can assess candidates for certain traits or competencies that are indicative of an Engaged Employee during the selection process. Such competencies include a high level of adaptability, a strong orientation toward achievements, an innate drive for results, a focus on customer service, and a propensity for taking the initiative.

These Engagement competencies should be assessed using structured behavioral items, formal selection tests, or a combination of both.

Adaptability can be assessed through interview questions such as:
• “Tell me about a time when a project did not go according to plan. How did you deal with it and what were the results?”

Possessing a drive for results can be uncovered through interview questions such as:
• “Describe a time when you set high standards and stuck to them. What was the outcome?”

To measure achievement orientation and initiative:
• Utilize formal selection tests such as personality tests.

According to "The structured interview: additional studies and a meta-analysis," published by  The Journal of Occupational Psychology, research has shown that using structured questions and assessments can more than double the predictability of the candidate’s future success.

In addition to the generalized Engagement competencies, there are other organization-specific factors that should be taken into consideration during the selection process that can impact future Engagement. Based on HR Solutions’ research, candidates who believe in the company’s mission are more likely to become Engaged Employees. In fact, HR Solutions has found that 90% of Engaged Employees agree with the organization’s strategy and mission compared to only 44% of Disengaged Employees.

The candidate’s fit with the organizational culture should be measured as well. For example, a company that is fast-paced and has minimal time for “hand-holding” should look for candidates who are autonomous and require little affirmation regarding their performance. Expanding on this particular example, HR Solutions has found that 83% of Engaged Employees are satisfied with communication from their supervisor about their performance compared to only 27% of Disengaged Employees. These differing groups of employees work at the same organization; thus, organizations should perform a cultural assessment to determine what company-specific attributes they should be measuring during the selection process.

HR Solutions’ Recommendations and Best Practices

While selecting for Engagement can help organizations weed out the potential Disengaged Employees, this process alone is not enough to create an Engaged Workforce. It is of utmost importance to create a work environment that is conducive to Engagement. In order to create this type of atmosphere, employees should be surveyed annually to identify and act upon areas that are preventing optimal Engagement levels.

Creating an Engaged Workforce is not a one-step process. It requires an ongoing cycle of selecting the right people, surveying current employees, and making improvements to create a work atmosphere that promotes and maintains active Engagement. Taking these steps will put your organization on the right track to creating an Engaged Workforce that will positively impact your organization’s bottom-line.