The success of a company does not rely solely on the strength of its strategy or resources. It depends, above all, on the energy and commitment of those who drive it forward. Yet, only 23% of employees worldwide and 33% in the U.S. fall in the “engaged” category (Gallup). This figure raises questions, as behind this disengagement lie productivity losses, higher turnover, and increasing difficulty in attracting top talent.
Engagement cannot be a directive or a mere expectation that companies place on their employees. It is a new dynamic that reshuffles the deck: it is no longer just about attractiveness but about orchestrating a cultural and organizational transformation.
Engagement: A Balance Between Expectations and Organizational Reality
Today, employees are not just looking for a job; they seek an immersive, enriching, and meaningful work experience. In a world where personalization has become the norm—from the content we consume to the products we buy—employees now expect the same approach in their professional environment. They want to be in the driver’s seat, influential, and evolve in a framework that allows them to make a tangible contribution, aligned with their aspirations, desires, and ways of working.
This transformation is not trivial. It is the result of a global paradigm shift, largely driven by new generations. 70% of Millennials do not plan to stay with a company for more than five years, and 71% want to work for an organization aligned with their values. More than ever, the quest for meaning is emerging as a determining factor in engagement. Those who refuse to adapt their model face a harsh reality: quiet quitting, bore-out, brown-out… all symptoms revealing a system that no longer meets the deep expectations of today’s talent.
The relationship with work has changed, expectations have evolved, and with them, the rules of the game.
With this shift, a company can no longer be just an employer: it must become a true experience space, a field of opportunities where everyone can develop their skills, find their place, and build a collective journey. But how can this be achieved?
5 Employee Personas and What Drives Their Engagement
No collective adventure can succeed without considering individual motivations! Engagement relies on specific triggers unique to each person. Understanding this diversity allows companies to adapt their approach and cultivate an inclusive dynamic.
The SCARF model, developed by David Rock, identifies five key pillars that influence motivation and behavior in the workplace:
- Status: Feeling recognized and valued for one’s contributions.
- Certainty: Evolving in a structured and predictable environment.
- Autonomy: Having control over one’s tasks and responsibilities.
- Relatedness: Finding meaning in human interactions.
- Fairness: Working in an environment where justice and transparency prevail.
These five pillars highlight five types of employees, each with their own source of motivation to perform and invest:
- The Competitor: Wants to win. Their driving force? Standing out through achievements and success. Their motivation relies on clear challenges, rankings, and visible recognition of results.
- The Certainty Seeker: Obviously hates uncertainty. To keep them engaged, provide clear processes, well-defined objectives, and transparent communication.
- The Trailblazer: Craves freedom and autonomy. When given the space to make decisions and manage projects without micromanagement, they excel.
- The Connector: Their energy comes from teamwork. If they don’t feel part of a strong, united group, they disengage. They thrive on social interactions and a sense of belonging.
- The Justice Advocate: Has an ultra-precise injustice radar. They are particularly sensitive to fairness and transparency in decision-making. Any perceived imbalance in employee treatment can impact their engagement.
Neuroscience in Action: Activating the Right Levers
Engagement is not a matter of chance; it is a well-oiled mechanism rooted in cognitive fundamentals. In “The Human Bug”, Sébastien Bohler explains that our brain is driven by the striatum, the part responsible for seeking pleasure and immediate rewards. When we perceive an action as rewarding—through recognition, progress, or autonomy—the striatum releases dopamine, reinforcing our motivation to continue. Conversely, a lack of cognitive stimulation leads to progressive disengagement.
| By combining this approach with the SCARF model, Yumana has identified four key levers to create work environments that sustainably boost employee engagement. |
1. Social Recognition
One of the most powerful psychological needs is the need to be acknowledged for one’s contributions. Recognition is a key driver of engagement, as it provides immediate validation of an employee’s role and impact, giving them a strong reason to stay committed.
Case Study :
A French luxury group targets 5,000 to 10,000 employees several times a year, inviting them to apply for an intrapreneurship program. The goal? Being among the 60 selected candidates for a three-day bootcamp. The winners gain the opportunity to pitch their ideas in front of top managers and peers at a prestigious event. This initiative allows talent to be identified, accelerates careers, and offers increased visibility and recognition.
2. Access to Exclusive Information
Privileged access to strategic resources and key information plays a crucial role in employee involvement. Granting specific internal communities early access to exclusive content, confidential projects, or decision-making circles creates a sense of privilege and expertise.
Case Study :
Engie created a recruitment-focused internal community called beHive, where members could share best practices, training content, tips, and innovative ideas. By building a collaborative hub, this community strengthened its sense of unity and maximized synergies.
3. Healthy Competition
A well-structured competitive spirit is a powerful engagement driver. Initiatives that highlight individual or collective performance through rankings, gamification, or internal challenges stimulate competitive profiles. This is especially effective in organizations where performance and self-improvement are deeply ingrained.
Case Study :
L’Oréal Beauty Fast Forward is an international competition that showcases the Group’s top talent and business achievements each year. The contest engages employees through multiple selection rounds, culminating in a prestigious final judged by an international panel. L’Oréal maximized participation through a voting platform powered by Yumana, fueling a sense of competition and record-breaking ambition.
4. Tangible Rewards
Tangible rewards validate employees’ efforts and reinforce engagement. These rewards can take various forms:
- Accelerated career opportunities through promotions or involvement in strategic projects.
- Access to premium training programs to expand skills.
- Financial incentives and bonuses tied to performance objectives.
- Exclusive experiences, such as participation in prestigious events or inspiring work environments.
Case Study:
Intermarché-Netto launched an initiative to collect innovative ideas from store employees to improve customer loyalty. To encourage participation, they offered an exceptional bonus, resulting in over 300 committed employees submitting ideas!
The Bottom Line
In an increasingly fragmented and fast-paced work environment, where talent is mobile and expectations are constantly shifting, companies must view engagement as a dynamic to be nurtured—not just a metric to monitor. It is no longer about retaining employees at any cost but about giving them genuine reasons to stay, contribute, and grow within a meaningful project.
As workplace expectations evolve and traditional models are redefined, engagement strategies must also adapt. What motivates one employee may discourage another. Engagement is not a fixed model but a living language that must be continuously adjusted to fit the realities of teams and organizations.
It is a delicate balance between recognition, autonomy, progress, and belonging. When structured this way, engagement becomes a true lever for collective transformation, driving performance.
In the end, engagement is a game where everyone wins—companies, teams, and individuals. The key is to activate the right levers and press start!
CEO & Co-Founder Yumana
