The current discourse on team effectiveness has evolved significantly, reflecting a shift from earlier factor-based approaches to more multi-level and dynamic frameworks that better account for the complexity of team dynamics in contemporary organisations. Research has consistently affirmed that team effectiveness is an outcome of complex interplays between individual competencies, collective processes, and emergent states, each influenced by contextual and organisational variables.

Many organizations run engagement surveys to find out how employees feel about their work. But what if your survey could go beyond measuring sentiment and uncover the reasons behind it? The Flow@Work engagement survey is more than a traditional engagement tool. It’s a holistic diagnostic solution built by organizational psychologists and data scientists to identify what drives engagement in your organization, and what holds it back.

We’ve all been in those meetings. Leaders nodding politely while someone shares an idea, only for it to disappear into the void. Everyone knows nothing’s going to happen. And that’s the problem. Employee voice isn’t about suggestion boxes or annual surveys. It’s about whether your people believe what they say will lead to change. That belief, or the lack of it, shapes everything from performance to retention to innovation.

Performance feedback is supposed to be the bedrock of employee growth. But what if the very thing we rely on to build engagement is actually doing the opposite? Across many organisations, a troubling trend has emerged: employees report receiving more feedback than ever, yet are often unclear on how to act on it.

When employees feel they’re growing, supported, and seen as individuals, not just resources, their willingness and commitment skyrocket. And in a work environment that’s constantly evolving, this becomes a powerful differentiator. In this article, we’ll explore how development, done right, impacts engagement from multiple angles – coaching, feedback, planning, and stretch.

Strategic Alignment isn’t something that only senior executives need to worry about, it’s equally essential for supervisors. A supervisor’s role is pivotal in translating the broader company strategy into clear, everyday actions that their team can easily understand and execute.