Oct 16, 2026 · 40 min · 17 segments
Engaging Gen Z has become a priority for organisations across the world. But despite the conversations around flexibility, feedback, purpose and work-life balance, many leaders still find themselves…
Rosalind CohenGuest
Nikhil RawalHost
So first of all, the, the definition that's widely accepted for engagement is about the ex-the discretionary effort that someone puts into something.
So if, it-- How much more are people willing to engage or willing to go in order to be able to, to do the work? Uh, I think that there's, there's some questions I have about that definition, but let's just talk about engagement as that for the moment.
Uh, research shows, and particularly the research that I have, that I've done, shows that there are three different types of engagement.
There is this, I think, I feel, and I belong, and I'll explain why all this is important.
The I feel and I belong, I-- how do I feel about the work that I do and wh- which is I feel, and the I belong is how connected am I? How much do I feel-- How much am I connected to the people that I work with or, um, have this sense of belonging within the culture? Companies have a direct connection and are directly able to impact those levels of engagement.
So if we think about those two levels or those two types of engagement, how do companies show that in the culture that they have created? And that's what they need to figure out.
I, I would imagine that a lot, uh, and, and I've seen that a lot of corporate cultures are not intentional about how they engage people.
They sort of, they throw the pizza party, and it's like, "Yay, we, we're-- we love everyone.
Here's a slice of pizza," or, "Here's..." whatever makes-- is relevant in your culture or your community.
They wanna be able to be seen and heard with-- and valued within that culture, and that's what helps to drive the I belong and the I feel engagement.
That, organizations have less of an impact, but that's directly connected to the work that's being done.
So first of all, the, the definition that's widely accepted for engagement is about the ex-the discretionary effort that someone puts into something.
So if, it-- How much more are people willing to engage or willing to go in order to be able to, to do the work? Uh, I think that there's, there's some questions I have about that definition, but let's just talk about engagement as that for the moment.
Uh, research shows, and particularly the research that I have, that I've done, shows that there are three different types of engagement.
There is this, I think, I feel, and I belong, and I'll explain why all this is important.
The I feel and I belong, I-- how do I feel about the work that I do and wh- which is I feel, and the I belong is how connected am I? How much do I feel-- How much am I connected to the people that I work with or, um, have this sense of belonging within the culture? Companies have a direct connection and are directly able to impact those levels of engagement.
So if we think about those two levels or those two types of engagement, how do companies show that in the culture that they have created? And that's what they need to figure out.
I, I would imagine that a lot, uh, and, and I've seen that a lot of corporate cultures are not intentional about how they engage people.
They sort of, they throw the pizza party, and it's like, "Yay, we, we're-- we love everyone.
Here's a slice of pizza," or, "Here's..." whatever makes-- is relevant in your culture or your community.
They wanna be able to be seen and heard with-- and valued within that culture, and that's what helps to drive the I belong and the I feel engagement.
That, organizations have less of an impact, but that's directly connected to the work that's being done.
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