For HNM Systems President and CEO Heather Moyer and Managing Director Kristin Schaer, understanding how to improve employee engagement goes far beyond an organizational goal. It runs deeper than even the core value of being “Relentlessly People Driven.” In fact, it was the impetus for HNM Systems coming into existence.
Moyer says a lack of leadership in employee engagement, particularly in tech staffing, was a major motivator when she set out to build the business. “Human capital is the #1 indicator of any business success.”
In staffing for this industry, in particular, Moyer and Schaer noticed it was rare to prioritize employees. Contractors often went on assignments without hearing from their staffing agency.
“We create a relationship with our employees and we are there for them. We add the human touch factor.”
Why Is Employee Engagement Important?
To an uninformed person, employee engagement seems like a nebulous concept. But Moyer and Schaer’s insights align with research showing that employee engagement has a measurable impact on business outcomes.
Jim Harter, PhD, Chief Scientist at Gallup Research, tells the Harvard Business Review, “Engaged employees are more attentive and vigilant. They look out for the needs of their coworkers and the overall enterprise, because they personally ‘own’ the result of their work and that of the organization.”
This is where the rubber meets the road, and the emotional elements begin to translate to dollars and percentages. When workers “own the result of their work,” they become more devoted to its success. That commitment ultimately contributes to the success of the business.
“When employees are engaged, they display high levels of enthusiasm, energy, and motivation, which translates into higher levels of job performance, creativity, and productivity. This means not only higher revenues and profits for organizations, but also higher levels of well-being for employees,” according to the Harvard Business Review.
Improved health and reduced turnover can also lower expenses associated with absenteeism, recruitment, and training new staff. At HNM Systems, Moyers reports that clients are able to retain employees at 90% or greater.
A 2024 Gallup study found that business units in the top quartile of employee engagement achieved 23% higher profitability than those in the bottom quartile. They also experienced higher productivity, better retention, and fewer safety incidents.
How Does Employee Engagement Impact Customers?
Richard Branson famously said, “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”
It’s this sort of philosophy that has helped Moyer and Schaer build a business with happy employees. Those employees contribute to the company’s success by making customers happy.
The benefits of an engaged workforce trickle down to customers. Employees who are engaged consistently show up to work and demonstrate a greater commitment to quality and safety. According to Gallup’s 2024 research, highly engaged business units achieve 10% higher customer loyalty and engagement, along with 18% higher sales productivity.
A major reason for this positive impact on customer satisfaction is that engaged employees are dedicated to the result, not just a prescribed way of achieving it. That means committing to a solution that suits the customer rather than simply completing a task. This perspective is critical because an unsatisfying customer experience can lead to a damaging review.
“In today’s economy and business climate, organizations need employees who are energetic, motivated, curious, and open to new ways of doing things to achieve ultimate customer satisfaction,” says the National Business Research Institute.
And satisfied customers have the potential to translate to much more than a paid invoice. They are more likely to return, require less support, and contribute to long-term profitability.
Make Engagement a Priority
Research shows that while small efforts can create positive workplace experiences, making the work itself meaningful is especially important. The 2019 Deloitte Global Human Capital Trends report encouraged organizations to expand their focus from employee engagement to employee experience, viewing employees as they would customers.
“Employee experience is a bottom-up concept—where processes, places, and workflow are designed around employees’ preexisting tendencies. Employee experience recognize[s] that the employee, not the employer, must be at the center.”
But as much as organizations recognize the importance of engagement and experience, it doesn’t mean they’re ready to tackle it. According to Gallup’s 2026 State of the Global Workplace report, only 20% of employees worldwide were engaged at work in 2025.
Businesses increasingly recognize employee engagement as a critical measure of organizational health. Understanding how to improve employee engagement and measure its impact remains a priority for employers.
How to Improve Employee Engagement
At HNM, both concepts of engagement and experience are baked into everything they do. “Though it’s a job, we’re doing life with these people,” Moyer says. “We ensure our people are well taken care of since we are the advocates of our people.”
Prioritize Communication and Feedback
HNM advocates for its full-time and contract employees through a formal process of regular check-ins. Providing regular opportunities for feedback, both ways, is key to employee engagement. Open communication helps employees feel heard while giving management opportunities to address concerns and identify areas for improvement.
Make Employee Needs a Priority
HNM has also dedicated a committee to evaluating its engagement with staff. Moyer says, “The consultant/employee development committee’s sole purpose is to make sure we’re meeting the needs of our employees. It monitors trends and patterns, and advises on what they believe we’re missing or could be doing better. Committee provides solutions to executive team to make sure we implement and stay ahead of the competition.”
Together with other non-standard efforts like voluntary time off to do community work, various wellness programs, and individualized personal touches, HNM has made it its business to take care of its people. And the company continues to evaluate where it stands on employee engagement and what more it can do.
Support Career Growth and Development
HNM also focuses on creating career paths for its full-time and contract employees. “When they have a contract coming to an end, we work with them to find a new assignment that is something they’re passionate about and ultimately aligns with their career path,” says Moyer.
This ongoing commitment reflects HNM’s belief that employee engagement doesn’t end with placement. Supporting employees as their careers evolve helps build stronger relationships and creates opportunities for long-term success.
“Our product is people, so our people are our #1 priority.”
