The Right Tools and Resources Increase Engagement and Productivity

Cathie Leimbach • November 2, 2021

Employees are more productive when they have the right tools and resources to do their job. A recent Gallup poll determined that less than 40% of employees responded that they had the materials and equipment needed to do their job well. That means that 6 out of 10 don’t. It is not hard to imagine how that impacts overall productivity, employee engagement, and your company’s bottom line.

 

Research also shows that when employees are equipped with what they need, they demonstrate higher customer engagement and increased productivity, strengthening your bottom line. Equally important, safety records improve, engagement and results increase, and employees experience less stress. 

 

As managers, one of your primary focuses is on equipping your direct reports for success. This includes advocating to make sure they have everything needed to do their job well. Depending on your organization, this may involve recommending better tools and a stronger emphasis on technology to increase efficiency and communication.

 

The increase of remote and hybrid work arrangements has made resource management even more critical. When Covid forced workers to begin working remotely, often they were sent home with little more than their laptop. Many companies scrambled to put in place the technology and other tools required to help their employees be efficient and productive in new circumstances. Data shows that many employers will continue with some sort of hybrid arrangement, and employees will continue to work remotely for some part of each week. The importance of evaluating whether your employees have the tools and resources they need while working in different locations will continue.

 

Stress levels are reduced, and the mental health of your employees improves when they have the tools and equipment to do their job well. Your employees’ frustration and stress increase when they are tasked with a job and can’t provide the desired outcome because of a lack of resources. 

 

Best practices for you to follow as a manager include:

  • Remember that what you do is more important than what you say. The most effective managers are vigilant in looking for new ways to make their team more effective – without being asked.
  • Identify the equipment and tools that each employee needs to do their job effectively. 
  • Create an inventory of the standard materials and equipment available to each of your employees. Identify and document what else is needed and work to procure it for your direct reports.
  • Ask your team what resources and tools they need to be more productive and efficient in their work. Many times, minor, relatively low-cost accommodations make a significant difference.
  • For employees working at home confirm that they have the tools they need to do their work. Even if you have discussed needs previously, it is worth checking in every few months. Items to consider include:
  • Laptop – fast enough with enough processing speed? Have any functional needs changed?
  • Monitor(s) – frequently working with two monitors increases productivity significantly.
  • Webcam and headset for Zoom calls.
  • Necessary software
  • Internet service that is fast enough to make connecting to cloud-based platforms as seamless as possible
  • A printer that is fast enough and a standard way to replace cartridges, etc.
  • Adequate workspace, including a desk and chair. As well as having a desk at the office, making sure their workspace at home is efficient is a minor investment for increased productivity. Consider identifying coworking sites for employees’ use as an additional resource.

 

When employees have the right tools and equipment to do their job well, they are more productive and efficient. Equally, your teams’ perception that you are supporting them with the tools they need to do their job increases productivity, serves as an additional motivator, and helps with employee engagement.

Same Conversation, Different Expectations: Why One-on-Ones Need a Clear Close

By Cathie Leimbach • September 29, 2026
Jason left his one-on-one feeling encouraged. His supervisor, Ellen, had listened as he described competing deadlines and his interest in becoming a team leader. They talked about the possibility of shifting some of his workload. Ellen also suggested that training might help him prepare for a leadership role. "Let's work on that," she said. Jason thought help was coming. Ellen thought Jason would bring her a plan. Two weeks later, the deadlines were closer. Nothing had been reassigned. Neither had looked into training. During their next one-on-one, Ellen asked how things were going. "I'm still waiting to hear which project you want me to focus on," Jason said. "I thought we agreed that you would work that out." "And the leadership training?" "Did you find a course?" Jason paused. "I thought you were going to recommend one." They had discussed the same topics. They had left with different expectations. Neither intended to let the other down. But they hadn't agreed on who would do what, or when. Turn a Good Conversation into Clear Next Steps Listening matters. So does what happens after you listen. Before you end your next one-on-one, take a few minutes to make sure you and your employee understand what comes next. Talk about priorities. If everything can't be done at once, agree on what comes first. Ask what might get in the way, and what support would help. Make room for professional growth, too. What does the employee want to learn? What responsibility would they like to prepare for? Identify a step you can each take to move that development forward. Then write down your agreements. Keep the notes simple: what needs to happen, who will do it, and by when. Include your own commitments. Putting It Into Practice Ellen and Jason tried again. "The client proposal comes first," Ellen said. "I'll talk with Marcus today about taking over the weekly report. By Friday, I'll let you know whether he can." "I'll find two leadership courses before our next meeting," Jason said. "Then we can talk about which one fits." Both Jason and Ellen knew what to do next. The following week, both reported their findings and they made decisions on how to move forward. Jason’s work became more aligned with Ellen’s departmental goals. Jason felt valued and appreciated. Their weekly one-to-ones became the backbone of their workplace success. Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register Here

Want High-Performing Employees? Make Expectations Clear During One-on-Ones

By Cathie Leimbach • September 29, 2026
Sally appreciated that her supervisor made time for weekly one-on-ones. It made her feel valued. But after 18 months with Emerald Corp, something was missing. She rarely received feedback. Her supervisor didn’t tell her what she was doing especially well—or where she needed to improve. And although the company had promised continuing education when she was hired, no development opportunities had materialized. Sally loved learning. Several next-level positions interested her, but she knew she needed additional knowledge and skills. Meanwhile, two college classmates working in other departments had already been promoted. She was a fast learner. She was getting bored. And she was beginning to wonder whether she had a future at Emerald. So Sally started applying elsewhere. During Monday’s one-on-one, she asked her supervisor whether he would serve as a reference. He was stunned. “You’re doing well,” he said. “There are lots of opportunities for you here.” Sally asked whether he would support her applying for an internal position. “Well, you’re doing fairly well,” he replied, “but there are several things you could be doing better. You’d also need more experience or training before you’d be ready for the next level.” Sally was confused. “What should I be doing better?” Her supervisor mentioned a few areas for improvement. “Why haven’t you told me this before?” Sally asked. “No news is good news,” he replied. “You’re certainly not at risk of losing your job.” “But you’re telling me I’m not ready for a promotion. How am I supposed to improve if I don’t know what you expect?” Her supervisor assumed Sally would figure it out over time. Sally had assumed she was already meeting expectations. Both assumptions were costly. Within days, Sally had two interviews with other companies. One-on-Ones Should Help Employees Succeed Employees shouldn’t have to guess what high performance looks like. One-on-ones are an opportunity to make expectations clear and help employees become more successful. Talk about what they are doing well. Be specific about where improvement is needed. Ask about their challenges, interests, and future goals. Then provide the coaching, training, and support that can help them succeed. Don’t wait until an employee asks for a reference to talk about their future. Ask before you assume. Conversation is where leadership happens™ Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register HERE