Is Employee Engagement a Managerial Competency?
02
Nov 2022
209
Author: Ada Tai, MBA, CPHR, SHRM-SCP
This morning, I attended a Canada-wide compensation trends webinar. An alarming study revealed to those in attendance that more than 37% of employees would jump jobs if an increase of 10% or more in pay in the next 12 months₁. With the rising inflation and the lingering effects of the epidemic, employers are scratching their heads to develop operationally feasible and budget-creative methods to ensure employee retention and engagement. It is no secret that retaining engaged employees is more affordable than hiring new workers. Therefore, fostering employee engagement has become an urgent employer concern.
Employee Engagement, in its simplest form, means employees are doing the work they are supposed to do, which yields evidence of commitment and meaningful, valuable results. The most common engagement drivers we often hear about include:
1. Meaningful and challenging work.
2. Respectful environment and effective managers.
3. Alignment of individual work with the organization’s objectives and values.
4. Ethical and competent leadership.
5. Fair compensation and recognition.
6. Open and two-way communication.
7. Pursuit of individual professional development goals, etc.
Based on this list, it is obvious that managers constitute one of the most critical factors that can either contribute to or crush employees’ engagement: the interactions between managers and employees and the behaviors that managers exhibit significantly impact the workers. Therefore, there has been a discernible trend toward demanding managers develop more people-management competencies in recent years.
People-management competencies can vary widely. What are the two fundamental yet critical engagement skills that managers need to possess?
1. Getting to know the team members:
Engagement is an individual concept: how employees feel about their attachment to their organization and how much they are willing to go above and beyond to deliver varies from one person to another. To enhance engagement, managers must spend the time and effort to get to know their staff. Getting to know the team can focus on a few areas:
I. Getting to know the individual’s background
Communicating and getting work done in a virtual environment reduced the connection between team members. Coupled with the fact that many people work multiple jobs to combat the rising cost of living, there is little time people have left to spend with each other. Getting to know team members builds the trust and connection that are much needed. When managers show interest in the team members, employees also feel more included in the work environment. They are more comfortable working with people they know. While getting to know the staff, managers should also allow time for the staff to get to know them and develop mutual trust.
II. Getting to know the individual’s strengths and interests
Knowing team members’ strengths and interests gives managers the requisite knowledge of their workers and how to assign/design jobs that will utilize their strengths and match their interests. Research shows that when employees are explicitly encouraged to use their talent to pursue a goal, individual engagement improves from 9% to 15% 2
.
III. Getting to know the individual’s challenges
The pandemic created and amplified challenges. Few can completely put their personal challenges behind them when they enter the office or log on to a computer to start working. A member of our organization who demonstrated superior performance had shown obvious errors and impatience toward clients. I did not want to make baseless assumptions or lose a great member who needed support. Because of our trusting relationship, I was comfortable inviting him to discuss the issues I observed. Without the need to know all details of his personal challenges, I offered support by adjusting his schedule and workload. In two weeks, this team member gradually showed improvement. After a month, he came to me and said that he had dealt with what he needed to handle and was now ready to go back to the full swing of work again.
2.
Obtaining resources and tailoring support to team members:
Each worker needs their manager in different ways. Some need their manager to be a teacher, some need their manager to be a coach, and others need their manager to be a remover of obstacles. Managers can tailor their support after understanding the team members' backgrounds, strengths, interests and challenges. Furthermore, there are times when the support that workers need is beyond the manager’s capacity. In this case, managers need to use tactics to obtain resources from upper management or stand up for their staff. Employees need emotional support and concrete resources to complete their work, especially if it involves multiple parties.
If you are one of the businesses experiencing declining worker engagement or productivity, you are not in this alone. According to Gallup's State of the Global Workplace report, most employees are not engaged. In 2021, only 20% of employees worldwide and 34% of employees in the U.S. were engaged in their work 3
. Since engagement is an individual connection to the work and the organization, managers play a vital role in their employees’ day-to-day experience. Managers who exhibit the needed engagement competencies are more likely to create a cohesive team environment in which employees thrive.
References:
1. Charity Village. (2022). Introducing the Canadian Nonprofit Sector Salary & Benefits Report: Pandemic Edition (2022) Webinar.
2. Brian J. Brim, E. D. (2022, September 22). How a focus on people's strengths increases their work engagement. Gallup.com. Retrieved October 26, 2022, from https://www.gallup.com/workplace/242096/focus-people-strengths-increases-work-engagement.aspx
3. Royal, K. (2022, April 29). Who's Responsible for Employee Engagement? Gallup.com. Retrieved October 25, 2022, from https://www.gallup.com/workplace/265835/supportive-managers-relieve-job-insecurity-increase-engagement.aspx
I see. I hear. I experience. is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.
Author bio: With an MBA Degree, a CPHR, and an SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for 15 years. Through her consulting firm, Ada and the team provide various strategic and pragmatic management consulting services. Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search, and networking topics throughout the province. She is also a well-respected Instructor at the University of Alberta and MacEwan University.
Contact information:
- Website: www.badab101.com
- LinkedIn: adatai or BadaB-Consulting-Inc
- Facebook: @badabconsulting
- YouTube: BadaB Consulting Inc.
BadaB Consulting Inc. provides a wide range of human resources solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Merger & Acquisition Support, Recruitment, Skills Development Training, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is personal job search and career coaching. The team has effectively helped over 500 people to find work.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
Author: Nidhi Gandhi , 2026 Social Media Committee Volunteer Motherhood is often described as the world’s most demanding job, yet it rarely comes with a job description, a performance review, or a manual. It is a profound and often relentless act of stewardship that asks us to be an anchor, a strategist, and a source of support, sometimes all at once. For modern HR executives, this reality carries added complexity. Our professional lives are spent navigating organizational health, talent development, and culture. We shape workplace policies, advocate for employee well‑being, and bring the people perspective to the leadership table. When we step into the dual role of executive and mother, we aren’t simply balancing two lives; we are bringing together two complementary skill sets. As Deni Ruiz, Executive Director of People and Culture at Keyano College, explains: “In my role, I balance strategy with humanity, supporting leaders and employees, navigating change and complexity, and making tough decisions when needed. I am supported by an amazing team of professionals who care deeply for our colleagues, the College, and the community.” Being both an executive and a mother means showing up focused in the boardroom while also being a safe harbor at home. It requires constant recalibration and a willingness to redefine what success looks like at different stages of life. It also reinforces an important truth: empathy is not just a personal quality, it is a leadership asset. When we asked Deni how she transitions from mom mode to executive mode, she shared: “It’s less of a flip of a switch and more of a recalibration. I go from solving activities, snack logistics, and figuring out the root cause of meltdowns, to solving organizational challenges and understanding what motivates and engages people in the workplace. But at the core, both roles are about supporting people and making good, informed decisions, just at different complexity levels. A deep breath, a chai latte, and I’m in an executive mode. What I find a bit more challenging is transitioning back to ‘mom mode’ at the end of a long, busy day.” In this conversation, we look beyond titles to discuss the realities of nurturing a high‑level career while raising the next generation. Whether you are climbing the ladder, building a team, or navigating your own career path, this dialogue offers both reflection and reassurance that your path can evolve, and that is okay. How has motherhood shaped your approach to HR policies? Does it change how you view things like flexible work, benefits, or performance management? Motherhood has deepened my understanding of how policies land in real life. It’s made me more attuned to what employees are balancing outside of work, including growing demands related to child care, elder care, and mental health. That perspective has strengthened my support for flexible and inclusive workplaces, not as perks, but as tools for retention, productivity, and respect. Being a mom hasn’t lowered performance expectations; it has clarified how we enable people to meet them by recognizing the realities that shape today’s workforce and equipping leaders to respond thoughtfully. What is the most rewarding “full circle” moment you’ve had where your professional role and motherhood intersected? There are moments when I’m coaching my kids on family values, goal setting, or how to navigate conflict with their sibling, and other moments when I’m coaching leaders through difficult workplace conversations or career development decisions. I’ve realized I draw on the same patience, clarity, and empathy in both settings. Seeing those conversations handled well, and knowing they positively affect someone’s experience at work, feels like a true intersection of both roles. Just as each child is different, even within the same family, employees experience work differently. Understanding those realities helps build alignment and trust. What advice would you give to a mid ‑ career HR professional who is hesitant to pursue an executive role because they fear it will compromise their family life? It’s a valid concern. Executive roles come with more responsibility and mental load, but they also offer greater autonomy to shape how and when you work. The key is being intentional. Be clear on your non‑negotiables, choose organizations whose values align with yours, and remember that strong leadership includes modeling sustainable ways of working, not constant availability. If you could give a Mother’s Day gift to working moms, aside from a day off, what would it be? I’d give them the freedom to be genuine and true flexibility, the kind that is trusted, consistent, and free from career trade‑offs. When people don’t have to choose between being present at home and being seen as committed at work, that’s where working moms can truly thrive. The idea of perfect work‑life balance is overrated. Priorities shift over time, and only you and your family know what the right combination looks like in any given season. Deni’s journey reminds us that senior leadership and motherhood are not competing forces to be managed, but complementary roles that strengthen one another. The empathy cultivated at home makes us better leaders, just as strategic thinking at work helps us build stronger foundations for our families. As we celebrate Mother’s Day, let this conversation prompt reflection. You do not have to choose between being a successful professional and a present, nurturing parent. You can be both, and you can lead through both.
Author: Taia Northrup , 2026 Social Media Committee Volunteer Building Safer Workplaces Every April 28th, World Day for Safety and Health at Work serves as an important reminder that workplace safety isn’t just a policy, it is a commitment to people. While procedures, protocols, and compliance requirements are essential, the true foundation of a safe workplace lies in a culture where employees feel valued, heard, and protected. In today’s evolving environment, safety goes beyond hard hats and hazard signs. It includes psychological safety, inclusive practices, and the ability for employees to speak up without fear. As organizations continue to adapt in a tech driven world, the role of Human Resources in shaping and sustaining this culture has never been more critical. Traditionally, workplace safety has been associated with physical risk prevention. While this is still vital, modern organizations are expanding their focus to include mental health, preventing burnout, and overall well-being. Which Leads to the Culture of Psychological Safety A truly safe workplace is one where employees feel comfortable sharing ideas, raising concerns, and admitting mistakes without fear. Psychological safety is essential for innovation, collaboration, and overall organizational success. Safety doesn’t always require large scale initiatives… Often it is small, consistent actions that make the biggest difference, these include: Checking in with employees regularly Offering training and refreshers Celebrating safe practices and milestones Creating opportunities for feedback As we recognize World Day for Safety and Health at Work, it is an opportunity to reflect on how we can continue to build safer, healthier workplaces. By prioritizing both physical and psychological well-being, organizations can create environments where employees thrive. At its core, safety is about people. When we lead with empathy, listen with intention, and act with purpose, we don’t just meet safety standards, we exceed them!
Chartered Professionals in Human Resources (CPHRs) bring a unique and deeply relevant skill set to senior governance roles—particularly those focused on equity, inclusion, and systemic change. With expertise in ethical leadership, organizational governance, people systems, and inclusive decision‑making, CPHR professionals are well positioned to contribute at the highest levels of public service. The Government of Canada is currently seeking applications for the role of Chairperson of the Canadian Race Relations Foundation (CRRF) Board of Directors, a Governor in Council appointment that offers an opportunity to shape national conversations on race relations and advance meaningful change across Canada.
