In this provocative episode, we explore the startling reality of why 80% of leaders prioritize engagement but cannot define it, providing a critical roadmap for CHROs to bridge the clarity gap. By moving beyond buzzwords and anchoring workplace culture in data-led decision-making, HR leaders can transform abstract “happiness” into measurable productivity and sustainable, elite performance.
The surprising disconnect between what executives say matters and what they actually measure
Here’s a sobering statistic: 80% of business leaders say employee engagement is a top priority. But only 40% can actually define what it means.
This revelation from Lumapps’ Future of Work Index exposes a critical gap in modern leadership – one that costs companies millions in turnover and lost productivity. Louise Willoughby, Chief People Officer at Lumapps (and former CPO of Beekeeper, where she reduced attrition by 50%), explains why this matters more than ever.
“When top leaders can’t agree on what engagement is, you get confusion on priorities and weak action,” she explains. “It leads to throwing money at problems or rolling out tools that don’t solve the deeper issues.”
If your retention strategy involves simply increasing salaries or adding more perks, you’re likely missing what really drives people to stay – and thrive.
What Employee Engagement Actually Means
Most leaders stumble when asked to define engagement. Some call it “commitment to the business.” Others use a multitude of conflicting definitions. This fragmentation isn’t just semantics – it’s a strategic failure.
Willoughby offers a clear definition that cuts through the noise:
“True engagement is where employees are fully committed to the purpose of the company and feel emotionally connected to that purpose. They’re excited about where the company is going. It’s that collaboration between leadership and employees in finding solutions and moving the company forward.”
Notice what’s missing? Money. Perks. Free snacks.
True engagement is about purpose and emotional connection – not compensation packages.
The Post-Pandemic Wake-Up Call
During the “Great Resignation” that followed COVID, tech companies like Beekeeper struggled with unprecedented attrition. Instead of immediately throwing money at the problem, Willoughby’s team did something smarter: they asked why.
They analyzed two specific groups:
- Employees who stayed long-term
- New hires who chose to join
The pattern was unmistakable.
“What we really found was that purpose was key. The people staying with us felt a really strong link to the purpose of the company and the impact we had on our clients – specifically on frontline workers’ lives.”
This insight led to concrete programs that reduced attrition by 50% over two years. Here’s how they did it.
Three Retention Strategies That Actually Work
1. Create Direct Purpose Connection
Theory is cheap. Experience is priceless.
Beekeeper introduced “Frontline Days” – a program allowing employees to spend an entire day working side-by-side with clients. This wasn’t shadowing from a distance; it was hands-on work that created visceral understanding of their impact.
The principle: Don’t just tell people their work matters. Let them experience why it matters.
How to implement it:
- Arrange quarterly client visits for different teams
- Create rotation programs where desk workers spend time with field teams
- Document and share these experiences across the organization
- Make it voluntary but celebrated
2. Invest in Learning-Driven Sabbaticals
Most sabbaticals are about rest. Beekeeper’s were about growth.
They introduced a sabbatical program for longer-tenured employees – but with a twist. It wasn’t just time off; it required a learning project. Most employees chose projects that connected back to the company’s mission.
The principle: Show you value growth, not just productivity.
How to implement it:
- Offer 4-week sabbaticals after 3-5 years
- Require a learning objective (language, skill, certification)
- Encourage projects that can benefit the organization
- Create a showcase for what people learned upon return
3. Practice Radical Flexibility
“I like to call it radical flexibility,” Willoughby says. “You’re trusting your employees to do the work without necessarily clocking in, clocking out.”
This isn’t remote work. It’s trust made operational.
The principle: Treat people like responsible adults, and they’ll act like responsible adults.
What radical flexibility looks like:
- No core hours (for roles where possible)
- Part-time options for anyone, not just parents
- Output-based evaluation, not time-based
- Explicit trust statements in company communications
“People who are part-time get very good at prioritization,” Willoughby notes. “They don’t waste a second. They’re 110% focused when they’re at work.”
The Purpose Question That Changes Hiring
Most interviews ask: “Why do you want this role?”
That’s the wrong question.
Willoughby recommends: “What is the red line that really drives someone during their career? What has driven them to leave one company and join another?”
This reveals their true calling – the pattern that guides their professional decisions. Then you can assess whether your company’s purpose aligns with their intrinsic motivation.
“You may be able to get someone in the door with money,” she warns, “but that doesn’t necessarily mean they will be engaged and really doing top-performing work. Money will not get people truly engaged in your company’s well-being, future, and success.”
Why You Can’t Fake Purpose (And Shouldn’t Try)
Here’s what modern candidates do before accepting offers:
- Talk to current employees through their networks
- Research company reviews on Glassdoor and similar platforms
- Ask specific questions about sustainability and diversity
- Request team calls, not just manager interviews
“Just writing something or communicating something is not enough,” Willoughby emphasizes. “Companies really do have to live it.”
Younger generations especially are asking pointed questions about ethical alignment. They want to see purpose reflected in behavior, not just branded on the website.
The Early Warning Signs of Attrition
Prevention beats cure. But what should you watch for?
“It’s when people become less engaged – when you see they are not speaking up as much,” Willoughby explains. “Even the negative complaints, if you’re seeing less of them but not much engagement at all, that’s when people are becoming more passive. That’s the big flag for me.”
The danger zone isn’t vocal dissatisfaction – it’s silent disengagement.
What to do on Monday morning if attrition is rising:
- Review your pulse survey data immediately. You should have regular employee engagement metrics. If you don’t, that’s problem number one.
- Identify patterns by team and manager. Attrition rarely spreads evenly. Find the hotspots.
- Have direct conversations with engaged employees. Ask what’s working. Don’t wait until people are checked out to ask why they’re leaving.
The Biggest Myths About Why People Leave
Myth 1: “People leave because of managers”
“I think that’s too easy,” Willoughby says. “It’s much more complicated than that.”
While bad management certainly drives attrition, it’s rarely the sole cause. Purpose misalignment, lack of growth, inflexible policies, and feeling undervalued all compound together.
Myth 2: “A better benefits package will solve retention”
“The biggest mistake companies make is thinking that throwing money or throwing a standard benefits program together will solve the issue.”
Benefits matter. But they’re table stakes, not differentiators. If your only retention strategy is compensation, you’re in a race to the bottom.
Myth 3: “Rolling out engagement tools will fix everything”
“Sometimes there’s too many tools that are supposed to solve something. It’s not a magic bullet. You need to select it properly, roll it out properly, and know what you’re solving for.”
Technology amplifies your culture – it doesn’t create it.
The Family Equation Nobody Wants to Talk About
When discussing working mothers, Willoughby makes a crucial distinction:
“I would say it’s not a mother’s issue on its own. It’s a family issue. You need to be looking at it holistically. There are also fathers in this equation.”
Companies that support only mothers send a message that childcare is a woman’s responsibility. Companies that support both parents promote family equality – and retain both.
Why working mothers are a strategic asset, not a liability:
- They return with enhanced skills. The adaptation required by parenthood develops prioritization, efficiency, and resilience that directly transfer to work.
- They’re masters of focus. When time is limited, every minute counts. Working parents eliminate the fluff.
- They bring diverse perspectives. Experience outside work enriches problem-solving and leadership approaches.
“Yes, there’s a transition period when someone leaves on maternity leave and comes back,” Willoughby acknowledges. “But there’s a huge learning they bring back to the workplace. If we don’t make accommodations during the first three months where mothers need to adapt, we lose such a valuable workforce.”
The investment in flexibility during transition periods returns multiples in loyalty and performance.
What Day-to-Day Engagement Actually Looks Like
Here’s what doesn’t work: big splash events, expensive team-building retreats, and one-time initiatives.
“We sometimes think that just by bringing people together is enough to build connections and drive engagement,” Willoughby reflects. “But it’s actually the day-to-day interactions that really matter.”
True engagement happens in:
- How leaders show transparency in their intentions
- Whether people follow through on commitments
- Daily recognition of contributions
- Small moments of trust and autonomy
- Consistent demonstration of company values
The fancy offsite might create a temporary boost. But it’s Monday through Friday that determines whether people stay or start scrolling LinkedIn.
The Generational Shift in Purpose
If you’re wondering whether purpose really matters or if it’s just millennial idealism, Willoughby has data:
“I see it definitely coming more and more in the younger generation. They ask specifically about what we are doing in sustainability, diversity. They want to feel not only aligned on the purpose, but ethically to the company as well. And that I did not see 20 years ago at all.”
This isn’t a trend that’s reversing. As Gen Z enters leadership roles and Millennials become the largest portion of the workforce, purpose-driven companies will have a decisive talent advantage.
Companies that dismiss this as “soft” or “idealistic” will struggle to compete for top talent.
The Action Plan: From Confusion to Clarity
If you’re among the 60% of leaders who can’t clearly define engagement, here’s where to start:
Week 1: Define It
Gather your leadership team. Answer these questions:
- What does “engaged” look like in our company?
- What behaviors indicate someone is fully engaged?
- How do we measure emotional connection to our purpose?
- Can we articulate our purpose in one sentence?
Get consensus. Write it down. Make it measurable.
Week 2: Measure It
Implement a pulse survey if you don’t have one. Ask:
- Do you understand how your work contributes to company goals?
- Do you feel emotionally connected to our mission?
- Would you recommend this company to talented friends?
- Do you see opportunities for growth here?
Track this monthly, not annually.
Week 3: Act On It
Identify your two biggest gaps. Don’t try to fix everything.
If purpose connection is weak: Create direct client/impact experiences.
If flexibility is the issue: Pilot radical flexibility with one team.
If growth feels stagnant: Launch the learning sabbatical program.
Month 2 and Beyond: Iterate
“It’s how people show up every day and how leaders are truly transparent with their intentions and follow through,” Willoughby reminds us. “That’s what really makes the difference.”
Check your pulse data. Adjust. Communicate changes. Demonstrate that you’re listening.
The Bottom Line
Employee engagement isn’t about pizza parties or ping pong tables. It’s not even primarily about compensation.
It’s about whether people feel emotionally connected to a purpose they find meaningful. It’s about trust, flexibility, and growth opportunities. It’s about leaders who define engagement clearly and act on it consistently.
The companies that figure this out won’t just retain talent better – they’ll attract the kind of employees who go the extra mile, who advocate externally, who stay engaged through challenges.
“You may get them in the door with money,” Willoughby concludes, “but will they truly be engaged? Will they be going that extra mile? Will they be advocating for your company? That I’m not so sure about.”
In a world where 80% of leaders say engagement matters but 60% can’t define it, clarity is your competitive advantage.
Start there.
About the Expert: Louise Willoughby is Chief People Officer at Lumapps, previously serving as CPO of Beekeeper where she reduced attrition by 50% over two years. She specializes in employee engagement, purpose-driven culture transformation, and digital workplace strategies. Based in Zurich, Switzerland, she has nearly 20 years of experience in people leadership across European tech companies.
