I attended a Disney Institute webinar recently, and while I’ll admit I’m a Disney fan, what struck me most wasn’t the magic of theme parks or storytelling. It was a simple but powerful question they posed: “When was the last time you evaluated your workplace against the actual needs and wants of your employees?”

Like many business leaders, we’re constantly evaluating metrics, strategies, and performance. Yet, how often do we truly pause to consider whether our workplace is evolving to meet the needs of our team?

That question resonated deeply with me because it gets at something I’ve witnessed throughout my career: employee engagement isn’t just a feel-good HR initiative. It’s a critical business driver that directly impacts your bottom line.

Here’s a statistic that should make every business leader uncomfortable: According to Gallup’s research, only 32% of employees in the U.S. are engaged at work, while 18% are actively disengaged. That means nearly 7 in 10 employees are either just going through the motions or actively working against their organization’s interests.

But here’s the kicker: organizations with highly engaged workforces outperform their peers by 147% in earnings per share.

In my years working with organizations across Canada, I’ve observed that the most successful companies don’t just create engagement programs—they fundamentally understand what makes people feel valued at work.

This isn’t a one-time exercise. The workforce is evolving rapidly. The desire for flexible work arrangements has become a key factor in engagement. As I’ve written before, employee engagement is not about the workplace in the traditional sense. It’s about creating meaningful connections between people and their work, regardless of where that work happens.

The most engaged employees I’ve encountered share three core experiences: they understand their purpose, they feel valued, and they see a path forward. When these elements are missing, even competitive salaries won’t keep talented people engaged.

“You can’t buy engagement with better benefits or higher salaries. You build it by creating a workplace where people feel valued, connected to purpose, and believe they have a future worth building.”

– Julie Labrie, President 

What Actually Drives Engagement

One of the most impactful insights from the Disney webinar was this: finding purpose and meaning in work is about understanding how you can contribute to the greater good. Through my work with organizations across Canada, I’ve identified three key drivers that consistently create engagement:

Purpose that connects to something bigger. The most passionate job candidates you may have worked with aren’t necessarily those with the most impressive credentials. They’re the ones who can connect their skills and values to a company’s mission. Research from Deloitte shows that purpose-driven organizations experience higher innovation, retention, and market share gains. The challenge for leaders is making this connection explicit from day one. When there’s a disconnect between your employer brand and the reality of working at your organization, engagement begins to erode before it even starts.

Recognition that fuels performance. Here’s something worth noting: recognition is an inexhaustible fuel for your workforce. Studies show that employees who feel recognized are 2.7 times more likely to be highly engaged. Yet according to Gallup, only one in three workers strongly agree that they received recognition for good work in the past seven days. The Disney webinar shared a perfect example—a custodian began creating Mickey Mouse drawings on the pavement using water and a broom. Leadership didn’t just acknowledge this—they turned it into a training program. That communicated something powerful: innovation is valued and supported.

Leadership behaviors that match stated values. Your employees are watching everything you do. According to Harvard Business Review research, employee engagement is 4 times higher in organizations where senior leaders demonstrate behaviors aligned with stated values. Your behavior as a leader creates permission for the behaviors you want to see throughout your organization.

Based on real-world experience, here’s what moves the needle:

1. Clarify your intent. What experience do you want to create for employees? Be explicit about your commitment to their success and well-being. For example, if work-life balance is a priority, show it through policies like flexible schedules or results-focused work rather than hours-based expectations.
2. Regularly evaluate employee needs. Conduct pulse surveys, hold listening sessions, create channels for ongoing feedback. The workplace is changing rapidly—your approach needs to evolve with it.
3. Connect every role to purpose. Help people see beyond their task lists to understand how their work creates value and impact.
4. Design meaningful onboarding. Research shows that employees who experience effective onboarding are 69% more likely to stay with an organization for three years. Make the first day transformational, not transactional.
5. Make recognition a habit. Build systems for regular, specific appreciation. Make it part of how you operate, not something you remember to do occasionally.
6. Lead through storytelling. Share examples that bring your values to life. Stories stick in ways that policies never will.

The business case for employee engagement is undeniable. Organizations with engaged workforces see higher productivity, lower turnover, and better financial performance. But beyond the statistics, there’s a simpler truth: people perform better when they feel they belong, when their work matters, and when their contributions are valued.

In today’s competitive talent market, where finding passionate candidates is increasingly challenging, creating a culture of engagement isn’t optional—it’s essential for survival.

So let me ask you: When was the last time you evaluated your workplace against the actual needs and wants of your employees?  Not what you think they need. Not what worked five years ago. What they actually need right now.

What engagement strategies have worked best for your organization? I’d love to hear what’s driving results in your workplace.

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If your organization needs exceptional Bilingual (English/French) talent, call or email us today at: 416-236-3303, or by email at: [email protected]. It would be our pleasure to help you find your company’s next superstar. We look forward to speaking with you soon!