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Above all, meaningful engagement is intensely relational.<\/span><\/p>\n Gallup\u00a0found that managers account for 70 per cent of the variance in team engagement. Managers who provide clear direction, personalised recognition, frequent coaching conversations and individualised development tend to lead highly engaged teams.<\/span><\/p>\n Work friendships have also been linked to joy, meaning and organisational commitment. Employees should be able to learn from others, mentor and be mentored, feel consulted, weigh in on decisions that affect them, and experience community.<\/span><\/p>\n Employers should therefore cultivate relational workplaces that encourage psychological safety, collaboration, creativity and shared purpose. Employers must also hold managers accountable when they damage these conditions of flourishing.<\/span><\/p>\n Ultimately, workplace surveys such as the Jobstreet and Gallup reports are useful only if they enlarge our imagination about what work could be, rather than define it.<\/span><\/p>\n Disengagement need not become a self-fulfilling expectation in Singapore. Workers can aspire to flourish at work, while employers can strengthen the conditions that make such agency meaningful.<\/span><\/p>\n I invite employers and workers to share a richer vision of work where people can genuinely participate in human goods, especially when it occupies so much of our lives.<\/span><\/p>\nA RICHER VISION OF WORK<\/span><\/h2>\n