Maintenance and the Rise of Employee Well-Being and Engagement 

9/19/2024

The places people work, live and play, and the way those spaces are operated and maintained, play a central role in people’s well-being and engagement. Because of this relationship, the role of maintenance and engineering managers in institutional and commercial facilities has never been more important. 

The path from maintenance to well-being to engagement might not be obvious, but it is critical as employees rethink their expectations of workplaces. By exploring the implementation of health-promoting strategies, the use of technology and fostering a supportive workplace culture, managers can develop a stronger appreciation of the way maintenance contributes to employee well-being and engagement. 

Benefits of engagement 

Branson, the founder of Virgin Group, understands the importance of prioritizing employee engagement as a strategic investment for long-term business success. Engaged employees can provide a host of significant tangible benefits for businesses: 

Improved productivity and profitability. Companies with an engaged workforce are 18 percent more productive and 23 percent more profitable than those with low engagement. Engaged employees also tend to be more committed, motivated and efficient, leading to better overall performance. 

Reduced turnover and absenteeism. High employee engagement correlates with lower turnover rates. When employees feel connected to their work, they are less likely to leave the organization. Reduced absenteeism means fewer disruptions and increased productivity. 

Enhanced customer experience. Engaged employees provide better customer service, leading to improved customer satisfaction and loyalty. Satisfied customers are more likely to recommend the company, contributing to business growth. 

Positive impact on well-being. Organizations that prioritize employee well-being create a healthier work environment. Well-being initiatives, such as mental health support and work-life balance, contribute to higher engagement and overall success. 

Building well-being 

To achieve these employee engagement goals, organizations and managers are learning that they also need to pay closer attention to the well-being of employees. Well-being comes in several forms: 

Physical and mental health. When employees are physically and mentally healthy, they are more likely to be productive and focused. This component includes having access to healthcare, a safe working environment, and support for mental health issues. Healthy employees are more likely to be engaged because they have the energy and mental clarity to perform their tasks effectively. They also are less likely to take sick days and more likely to contribute positively to the workplace. 

Work-life balance. Achieving a healthy work-life balance is crucial for overall well-being. Employees need time to relax, pursue personal interests and spend time with family and friends. Employees who achieve a healthy balance are more engaged because they feel their employer respects their personal time and values their overall happiness. This leads to higher job satisfaction and loyalty. 

Job satisfaction. When employees feel fulfilled and valued in their roles, their overall sense of well-being improves. Satisfied employees are more engaged because they find meaning and purpose in their work, and they are more likely to go above and beyond in their roles and stay committed to the organization. 

Supportive environment. A supportive work environment that includes positive relationships with colleagues and supervisors, recognition and opportunities for growth enhances well-being. Employees who feel supported are more engaged because they feel valued and understood. This support fosters a sense of belonging and motivates employees to contribute to the organization’s success. 

Autonomy and empowerment. Having control over one’s work and the ability to make decisions contributes to a sense of well-being. Employees feel more competent and confident when they have autonomy. Empowered employees are more engaged because they feel trusted and capable, and this autonomy encourages them to take initiative and be more innovative in their roles. 

Purpose and meaning. Employees who find purpose and meaning in their work experience higher levels of well-being. They feel that their work contributes to something larger than themselves. When employees see the impact of their work, they are more engaged. This sense of purpose drives them to be more dedicated and passionate about their roles. 

Darrell X. Rounds, FMA, C.E.M., has had several leadership roles ranging from facilities management and contractor safety to diversity, equity and inclusion over the last 26 years. He remains a thought leader and advocate in the facilities management community.