“Engagement” is one of those fluffy, abstract buzzwords that you hear a lot these days. It can be challenging to define such an abstract term, let alone actually implement or improve it.As a leader, you’re told to engage your team, but you may not really know how to go about it. It’s a frustrating feeling, and more than likely, it’s one of those things that lands in the “good intentions for another day” pile, along with so many other leadership tactics, strategies, and ideas, like “achieving synergy” and “finding alignment.” All that being said, there is a reason we hear so much about engagement, and that is if you truly can engage your team, you will almost certainly drive better performance, both for your team and organization. In this article, we’re going to outline some practical strategies and behaviors that can boost team morale, productivity, and overall success, as well as explore why employee engagement in manufacturing even matters in the first place. Let’s get started!
Does Employee Engagement in Manufacturing Matter?
One of the biggest mistakes a frontline supervisor or leader can make is inadvertently disengaging their team. One of the biggest culprits? Leaders who try to do everything themselves, rather than empowering their staff and workers. These folks are, without realizing it, highly demotivating. That may seem counterintuitive; after all, doesn’t everyone want a boss who just does all the work for them? Wouldn’t we all love to just sit around and have the work get done without our involvement? When we believe the worst in people, it’s easy to believe that’s the case, but alas, it’s not. Generally speaking, people want to be useful, helpful, and do meaningful work. They want to contribute to the success of the team, organization, and their own success. They want to show up and feel that they add value. So, when a leader does everything themselves or doesn’t involve the team in solving problems or making decisions, the team feels left out, and their engagement drops.
Conversely, engaged employees are workers who feel safe, comfortable, and welcome to give suggestions, solve problems on their own, and contribute ideas. When a manufacturing team has a clear understanding of its goal and what “winning the day” looks like, all employees are “rowing in the same direction.” They know how their work, their effort, and their role contribute to achieving the bigger picture, helping the organization achieve its goals. This alignment leads to greater employee engagement in manufacturing and fewer siloed efforts. Without this clarity and left to their own devices, employees will likely create their own definitions of success, which can lead to disengagement and a “what more do you want from me?” mentality. Ultimately, a team aligned with common goals will win the day every day, leading to a significant boost in morale and productivity.
Building a Culture of Engagement on the Frontline
Building an engaged manufacturing team starts with the leader’s beliefs and actions. A great supervisor recognizes they can’t do all the work themselves and needs to get production done through others. They don’t empower and delegate because they have to; they do it because they want to, because they know that the whole is greater than the sum of its parts. Put differently, they know that they can accomplish more as a team than they ever could as individuals. So, the first step and practical tip is an exercise in self-awareness: do you truly believe that you can accomplish more by leveraging your team, or are you reluctantly delegating simply because you can’t do it all yourself (despite wishing you could)? If it’s the former, bravo! You are ready to move forward. If it’s the latter, then you’ll need to take time to face that assumption and open yourself to the idea that teams can accomplish more (and achieve better outcomes!) than individuals, and that empowering the team can be a force for good. Not only that, but it will lead to better team engagement, which, after all, is why you’re reading this article.
Communication is the Cornerstone of Employee Engagement
Effective communication is fundamental to engaging manufacturing teams and improving employee engagement. Here’s an easy-to-implement tip: ask for your team’s input and use it whenever possible. Yes, that’s right! You, the leader, are not expected to have all the answers… and, believe it or not, your team wants to give their input! So, ask about insights into their work, what barriers they face and how you can help remove them, and ideas to improve performance and outcomes. Be open to their ideas and suggestions, and you might be surprised at what you learn. Asking for input demonstrates that you care about their expertise, experience, and opinions, which is a powerful way to improve the employee experience. A word of caution, though: if you are going to ask for their input, actually listen to what they say. The well-used guidance of “listen to learn, not to reply” is helpful here. If you listen to their ideas and simply shoot down any that aren’t the same as yours, you will frustrate the team rather than engage them. Acknowledge different ideas and perspectives—even ones you aren’t going to or aren’t able to use—by saying things like “thanks for your input!” or “I appreciate you providing some suggestions.”
Now, let’s shift gears to a different part of communication that frontline leaders need to be aware of: that of the ambassador. As a frontline leader in manufacturing, you are regularly conveying information from management to your team and bringing team members’ issues and suggestions to management. You are that in-between person, trying to fairly represent and convey your team’s concerns and needs to management while also ensuring management’s expectations are delivered to the team. Because of this, you end up having to filter messages appropriately to ensure clarity and impact, and knowing how much to filter can be a challenge. One strategy you can use when deciding how to much filter is asking yourself “What do I want the people I’m communicating with to think, say, or do as a result of my communication?” If you are filtering the message too much‚ holding too much back because you are nervous about how the message will be received, then you won’t achieve the desired result, because the expectation won’t be clear. On the other hand, if you don’t filter enough, then your message may be perceived as being abrasive, rude, or inconsiderate. So, the message is delivered loud and clear, but it isn’t well received and may create animosity. As a frontline leader, you’re looking for that middle ground, where the information and expectations are clear, and it’s delivered in a way that doesn’t make people defensive. Another tip to help achieve this balance is to explain “why” when you are sharing information (to the extent that you know the “why”), as this increases buy-in and reduces resistance. Kids don’t like to be told “because I told you so!” when they ask why, and neither do employees! This is a simple yet effective way to boost employee engagement.
Successful communication also involves consistency between your words, tone, and body language. Simply put, if the message you are sending with your words doesn’t match the message you are sending with your tone and body language, employees are likely to focus on the message conveyed by tone and body language. So, for example, if you are begrudgingly telling someone they did a good job but your arms are crossed, you look annoyed, angry, or in a rush, and your tone is condescending or irritable, then the employee is more likely to not take your appreciation seriously or truly believe that you mean it.
Recognition and Appreciation in Manufacturing Teams
Employee recognition methods for busy supervisors can be both simple and effective. Leaders should regularly look for and acknowledge the positives they observe every day—yes, even when it’s something small, and yes, even when it’s something you think “they should be doing anyway!” We aren’t saying congratulate each employee for showing up on time every day; but recognize the efforts your team members have been making (especially if you know someone has been working hard at something that has been a challenge for them) so that they see that you notice the effort and are appreciative of it. What you’re trying to do is shift the focus from only correcting undesirable behaviors to reinforcing desired ones.
Providing positive feedback is crucial because it encourages and reinforces good behavior and effort, helps boost employee morale, and increases motivation. When leaders acknowledge what employees are doing well, it makes everyone feel valued and more confident in their work. A leader’s investment of time and energy into their team shows that they care.
One simple and effective method for delivering positive feedback is the B.E.T. Method:
- Behavior: Tell the person what they did, specifically.
- Effect: Explain how their action helped the team, department, or customer.
- Thank you: Express gratitude for their contribution.
For instance, you could say, “When you started sticking to the break schedule, no one else’s breaks were affected, and neither was production. Thanks, Jamie!”. Similarly, recognize safety achievements with specific praise like, “Mel, I wanted to give you some feedback on your proactive approach to safety. Your attention to detail in addressing potential hazards has really made a difference in our department. Thanks! Keep up the good work.” can be very impactful for manufacturing employees.
It’s also important to celebrate achievements enthusiastically, as this builds pride, team spirit, and a positive, “can-do” attitude, helping to increase employee engagement in manufacturing.
Leadership Behaviors That Increase Employee Engagement
Coaching versus directing is a key leadership strategy. Great leaders understand the importance of balancing a task focus with a people focus. Instead of constantly directing, a Coach’s leadership style involves clarifying expectations, empowering, and holding people accountable for their performance, and encouraging team members to contribute ideas at every stage. This approach aims to help employees develop their capabilities and confidence, moving them toward greater self-reliance. Great managers coach, counsel, and compliment their teams.
Leaders should also be self-aware and practice self-regulation to manage their emotional responses and maintain a positive leadership presence, especially during stressful periods. Consistency is key; avoid favoritism by treating all employees fairly in job assignments, rule enforcement, and communication. A great supervisor takes ownership of problems and decisions within their responsibility, avoiding passing blame to others. They also demonstrate support for company policies and requirements personally. This level of accountability is essential.
Great managers are positive and supportive, believe most employees want to do well, and welcome responsibility. They foster trust and respect, focusing on prevention of problems rather than just correction. This type of leadership creates a culture where people feel valued, leading to increased engagement, motivation, and higher performance.
Strategies to Improve Employee Engagement in Manufacturing
To boost engagement, leaders should embrace a mindset of curiosity and openness, thinking in terms of possibilities instead of just obstacles. It’s vital to communicate the organization’s priorities regularly, linking annual and monthly goals to current tasks. This ensures that employees understand their contribution to the bigger picture and how their effort helps the company “win the day.”
Use of employee engagement activities like cross-training, team-building exercises, and stretch assignments is another effective strategy. Provide challenges and opportunities for development to keep employees motivated and engaged. Cross-training team members, for example, not only builds bench strength but also empowers individuals by increasing their capability and confidence. This helps them stay challenged and feel a sense of accomplishment.
Empowerment involves giving others the opportunity and authority to make decisions and solve problems for themselves. This frees up the leader’s time for higher-value tasks and continuous improvement initiatives. When leaders engage their team this way, it fosters autonomy, boosts morale, and enhances innovation, giving employees a greater sense of ownership over processes and results.
Collaboration and Team Cohesion on the Shop Floor
Fostering collaboration across teams in the manufacturing industry is essential because when everyone understands the overall KPIs and goals, they are “rowing in the same direction.” Effective collaboration also aids in developing cross-functional recovery plans for production challenges, ensuring quick and efficient resolution.
A great supervisor avoids creating an “us vs. them” mentality and makes supportive comments about other departments, shifts or workgroups. This helps to break down silos that form due to perceived competition. Encouraging organizational empathy, by understanding the challenges and perspectives of colleagues in other departments, significantly improves teamwork.
Building strong interpersonal connections relies heavily on trust, which is paramount in safety leadership and overall team cohesion. Leaders who are approachable, listen actively, and create genuine, open relationships with their employees foster a supportive and cohesive work environment. This approach helps create a positive culture where team members feel valued and connected.
Creating a Feedback-Driven Manufacturing Environment
To create a feedback-driven manufacturing environment, leaders should foster a culture where manufacturing employees feel safe and comfortable providing suggestions and ideas. It’s crucial for leaders to demonstrate the courage to address issues promptly. This includes being conversational, not accusational, when addressing behavior and performance issues.
Actively ask for your team’s input. This can be done through direct questions, team meetings, or even employee feedback surveys to identify priorities for improvement. Establishing a routine of proactively touching base with each employee during the shift and writing down their questions or issues ensures follow-up and shows that their concerns are valued. Regular check-in conversations with managers also support ongoing development.
When feedback is constructive, specific, and helpful, employees are more likely to appreciate it and feel that their leader has their back. Investing time and energy in providing feedback demonstrates care for the employee’s growth and development. This ongoing dialogue can unearth opportunities for improvement and lead to continuous improvement efforts, contributing to innovation and a more engaged workforce.
Engaging Employees in the Manufacturing Industry
Engaging employees in manufacturing means fostering a dynamic environment where manufacturing employees feel valued, heard, and empowered.
Here are some practical ways to engage employees daily:
- Ask for their input and use it whenever possible.
- Help your team understand the bigger picture and what “winning the day” looks like.
- Provide consistent feedback and opportunities for development.
- Walk the department regularly to connect with team members and address needs proactively.
- Focus on positives and acknowledge achievements to boost morale.
- Communicate clear expectations and explain the “why” behind requests.
- Empower your team to solve problems and make decisions, freeing up your time and building their confidence.
- Foster collaboration and avoid silos by encouraging teamwork and positive inter-departmental interactions.
Here is a checklist you can use for easy implementation:
- Are you regularly asking for team input?
- Does your team clearly understand what “winning the day” means?
- Do you provide consistent, constructive, and positive feedback?
- Are you visible and approachable on the shop floor?
- Do you explain the “why” behind your requests?
- Are you empowering your team to take ownership of tasks and problems?
- Are you actively promoting collaboration and discouraging “us vs. them” mentalities?
- Are you listening effectively to your team’s concerns and suggestions?
The strength of your leadership directly impacts your team’s results and morale. Commit to lifelong learning and continuous improvement in your leadership skills. By implementing just one new leadership behavior this week, you can enhance your team’s engagement and positively impact your manufacturing organization. What’s one step you’ll take today to improve employee engagement?
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