领导力之声 • 7 分钟阅读
Manager Quality Is the Only Engagement Lever That Matters
JUN 1, 2026
After analysing five years of engagement data, one Head of People shares why every other engagement initiative is secondary to investing in your managers.
数据所显示的内容
在一个拥有 2,500 名员工的业务中持续进行五年的季度脉搏调查后，我们的数据中最清晰的发现是：团队的敬业度几乎完全由经理的得分所解释。即使角色类型相同、薪酬相同、办公地点相同、福利获取权限相同，不同团队的敬业度分数也可能相差 40 个百分点，完全取决于谁在领导他们。我们在一些历史上在行业内得分较低的职能中看到了高敬业度团队，也在通常得分较好的职能中看到了低敬业度团队。职能的影响远不如经理。
What we stopped spending money on
We stopped investing in perks and wellness apps as primary engagement interventions. Not because they have no value, but because they have near-zero value in a team with a poor manager. An employee who does not feel respected, recognised, or developed by their manager will not be meaningfully engaged by free fruit or a gym subscription. We redirected that budget into manager development: structured coaching programmes, peer learning groups for managers, and honest feedback from their teams through 360-degree surveys. The return on investment has been measurably higher.
根据我们的数据，什么造就了优秀经理
在我们的数据中，与高团队敬业度最相关的行为是：定期、具体的认可；诚实且及时的绩效反馈；对每位团队成员发展的真诚兴趣；愿意为团队向高级领导层发声；以及言行一致。这些都不需要大量资源。它们都需要技能、实践和问责。这就是为什么经理选择和发展是 HR 能为敬业度做的最有杠杆作用的事情。
