Beyond Salaries: Alternatives for Engaging Local Government Workers

Employee engagement improves productivity, reduces turnover, and ensures high-quality services. However, Gallup's 2024 Employee Engagement Survey found that only 31% of workers were engaged at work, the same low level as in 2014. Over the 24 years Gallup has conducted the survey, the highest engagement year was 2020, at 36%, and in the subsequent years, that level sunk again.

Last year, some of the most significant declines in employee satisfaction included:

• Employees did not know what was expected of them: Only 46% of workers reported clarity about their job responsibilities.
• Employees felt uncared for at work: Only 29% of employees believed their coworkers were concerned about their well-being.
• Employees reported a lack of career development support: Only 30% of respondents felt they had a mentor or someone helping them advance their careers.

Gallup's survey highlight the persistence of low employee engagement, despite changes in work environments and management strategies. These statistics demonstrate that engagement issues are often rooted in workplace culture rather than financial incentives. So, local governments may be able to improve employee satisfaction and motivation while staying within tight budgets by implementing non-monetary strategies.

This blog discusses non-monetary strategies local governments can use to ensure their employees are more motivated and committed at work.

Implement Mentorship Programs and Career Development Pathways

The Office of Financial Management’s (OFM) State Employee Engagement Survey, which was given to all executive branch agencies and two higher education institutions, collects feedback from state employees on areas such as communication, inclusion, manager effectiveness, recognition, work-life balance, growth opportunities, and change management. In OFM’s 2024 survey, only 51% of respondents said they knew about opportunities for advancement in their workplace.

If employees don’t feel like they understand career pathways, they may feel stalled in their careers, which can lead to disengagement. Agencies can offer mentorship programs and clearly defined career pathways to address this gap. For instance, the Washington State Department of Transportation’s (WSDOT) Workforce Development Toolkit highlights how employee development fosters a productive workforce.

Provide Leadership Training and Allow for Employee Input

According to OFM’s engagement survey, stronger leadership directly contributes to higher employee engagement. Leadership training that emphasizes communication skills and transparency can build trust and create a more positive organizational culture. However, the 2023 Washington State Department of Social and Health Services' (DSHS) Employee Engagement Survey found that many employees wanted clearer communication from leadership, especially during organizational changes.

Offering leadership training and establishing regular feedback mechanisms can help address this need by improving both communication and overall leadership effectiveness. Allowing employees to provide input also demonstrates that leadership values their expertise, which can further reinforce engagement and commitment.

Research also supports that employee involvement in decision-making improves morale, engagement, and productivity. High levels of employee participation in agency planning can lead to increased motivation, creativity, and collaboration.

Implement Recognition Programs and Appreciation Initiatives

Employees report that recognition and appreciation are especially important during periods of organizational change (DSHS Employee Engagement Survey, 2023). Agencies can address this by implementing regular recognition programs, peer-to-peer acknowledgment initiatives, and milestone celebrations, which reinforce employee contributions and signal organizational support.

Research indicates that consistent recognition fosters a positive work environment, increases morale, and supports engagement (WSDOT Workforce Development Toolkit). Recognizing employees consistently helps create a culture of acknowledgment, which can encourage continued effort and loyalty.

Offer Wellness Programs and Promote Work-Life Balance

Stress and burnout are known to significantly reduce employee engagement, which in turn impacts organizational performance. According to the OFM, agencies can reduce stress and support employee well-being by offering wellness programs and actively promoting work-life balance.

WSDOT also offers recommendations on implementing wellness programs that can help employees manage stress, improve their health, and increase their engagement in their work. Wellness programs can also signal that the organization values employees holistically, not just for their work output, fostering loyalty and satisfaction.

By prioritizing wellness and work-life balance, agencies can create a supportive work environment that not only addresses the needs of employees but also helps sustain a more engaged workforce. A supportive environment encourages employees to remain committed.

Non-Monetary Strategies May Be Best for Employee Engagement

When funds are limited, local governments can support employee engagement by focusing on mentorship, leadership, recognition, participation, and wellness. These strategies help maintain a motivated workforce and keep public services running effectively, even during tight financial periods. By emphasizing these non-monetary approaches, agencies can achieve meaningful employee engagement while staying within limited budgets.