Executive leaders and managers work hard to build employee engagement by creating trust, connecting individual and company goals, supporting balance between work and home life, and involving people in decisions that affect them.

But what about managing workplace stress and its impact on employee engagement? Too often, leaders at all levels overlook the workplace stressors that undermine employee engagement and make it difficult for people to continue to work effectively. Global research conducted by Towers Watson in 2014 identified the principal sources of workplace stress:

  • Excessive workload, compounded by inadequate staffing
  • Unclear job expectations
  • Poor rewards for effort contributed
  • Overwhelming productivity demands

Among people who report high stress, 51% are disengaged from their work, while only 9% say they are engaged. The numbers are a mirror image for employees who report low stress — 57% are highly engaged, and only 8% put themselves in the disengaged group.

To sustain employee engagement, organizations must not only create conditions that inspire employees to work hard and care about their companies, but also counteract the sources of stress. In other words, employers must put some focus on managing workplace stress, so as not to undermine employee engagement.

In this article, the author discusses key tenets of sustainable employee engagement, including energy and enablement, and the influence of workplace stress on these elements. The article provides practical ways to combine high employee engagement with enablement and energy in order to unlock value and drive a significant performance lift. Read the complete article.

This article was originally published by TLNT, Talent Management and HR, June 10, 2015.