With growth in spending of Government infrastructure, foreign investment and an overall increase in business actives, the increase in demand for both permanent and temporary staff is at a high. This increase has been fast tracked by investors who expect to meet business demands alongside the supply of human capital. The short supply of human capital however has lead to employers maximising their current investments in staffing through employee engagement. Ultimately, engaged workers increase productivity.

Staff being engaged with their work is imperative to a business and can increase productivity ten fold. Whether a temporary staff member or permanent, engaged employees are more so inclined to stay with a company or organisation. In a similar study, The Corporate Leadership Council discovered that 87 per cent of engaged employees were less likely to cut off ties with an organisation. The Energy Project, an organisation which works to specifically increase productivity within other organisations found that employees who had a sense of importance and meaning in a company were more likely to stay with that company and refuse offers to be poached by competitors.

"A casual employee typically is employed when casual work needs to be completed. This could be by the hour, day or week depending on the project. Casual employees do not get the same entitlements as do permanent staff but they do receive “casual loading” which compensates the employee for not having annual leave, sick leave or job security."

Surveys from all over the world including one conducted by Hays supported for the idea that an engaged workforce had higher company retention, increased productivity and increased innovation. Alongside this 38 percent of respondents found that engaged employees had an above average rate of productivity.

The overall sentiment towards an engaged workforce showed positive trends towards productivity and innovation. These engaged workers, whether temporary or permanent were ultimately willing to go that extra mile for the company that they were working for. Staying back late, working until they project was completed, helping out another employee or doing something that wasn’t within their job role description. In addition to this Gallup found that engaged employees on average only took 3.9 sick days off per year compared to the disengaged average of 10.7 days per year.

There are many ways which organisations can engage with their employees. It may seem a little daunting at first but the rewards out weigh the task ahead. To kickstart this process you can start to breakdown the areas that you need to work on into segments.

The first step would be to look at both intrinsic and extrinsic factors that effect your employees. Intrinsic are personal factors of the employee and the way they feel. Some examples of this maybe having a sense of purpose, the feeling of being valued within a company, emotional respect, equality within the workplace and being able to make a difference. On the other hand you have extrinsic factors. These factors area ones that come externally or what the company has to offer the employee. These factors are usually wider in scope and may include, financial rewards, the physical work environment that is provided by the employer, recognition and flexibility of the workplace and job role. Essentially these factors are ones in which an employer can have greater influence over.

Intrinsic and extrinsic factors play a vital role in employee engagement. Some employees will respond to one more so then the other but for optimum productivity a combination of both is important. It is important to remember though that the best way top engage with your employees is to seek out their options on what motivates them to work. By creating an honest line for communication a company or organisation can better understand it’s employees need.