The Power of Engagement: Why Happy Employees Make Stronger Social Work Agencies

The social work profession is truly noble, founded on service, integrity, and clinical expertise. However, it can also be stressful and even dangerous at times. The nation is grateful for what you do, and so are we. Thank you!

As a manager, supervisor, agency owner, or leader in any capacity, you have great responsibility that comes with the power of leadership. Let’s look at how to lead employees effectively.

Employee engagement is key. It has a significant impact on both current productivity and future prosperity. Consider these statistics from Rough Notes, “There’s Much to Gain, Nothing to Lose by Engaging Employees” (May 2025):

• 70% of employees are disengaged
• 41% cite lack of engagement and poor workplace culture as their reason for leaving
• 57% experience daily stress
• 69% believe it’s a good time to find another job
• 43% intend to quit their job

Numerous studies and surveys show that too few employers treat their employees as critical to the agency’s success. This neglect leads to disengagement, a toxic workplace culture, and heightened stress. Think about it—employees work at least eight hours a day, five days a week, spending more waking hours at work than with their families.

Ironically, employees are the backbone of an agency’s success—especially in labor-intensive fields like social work and psychology, where therapy is highly personalized and emotionally demanding. When employees are unhappy, productivity suffers, and turnover rises. Emotionally engaged employees, on the other hand, bring enthusiasm, collaboration, and a heightened awareness of the organization’s goals.

According to Rough Notes, in 2024, Gallup surveyed organizations with consistent employee engagement processes. Engagement scores were analyzed and compared between the top 20% and the bottom 20%. Here’s what they found in the top-performing group:

• 78% lower absenteeism
• 51% lower turnover
• 68% improved employee well-being
• 23% higher profitability

A consistent theme among healthy organizations was strong employee engagement. Soliciting feedback and including employees in decisions that affect their work lives makes a difference. But be mindful—never ask for feedback unless you’re prepared to take it seriously. Always follow up. Restate their concerns about clarity, offer “what-if” suggestions to build on their input, and consider forming employee teams to develop ideas. This approach builds trust, participation, and creativity.

Here’s an example of repairing a strained relationship with a client or an employee. If someone is hurt or stressed by a previous miscommunication, take responsibility. Acknowledge the misunderstanding, apologize for the stress it caused, and explain how to prevent it from happening again.

A quick literature review revealed these best practices for employee engagement:

• Encourage buy-in from both leaders and employees
• Communicate regularly
• Provide frequent, constructive feedback.
• Prioritize engagement strategy development.
• Communicate both agency and individual objectives.

Remember, employees view their feedback as a contribution—a gift. A flat-out rejection or harsh criticism can deflate morale and increase stress.

Happy and engaged employees make a healthy organization.