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.

The Workplace Has Changed. Has Your Leadership?

By Cathie Leimbach • July 21, 2026
There was a time when many employees expected to spend most of their careers with one organization. Job security, pensions, and long-term loyalty often kept people in the same company for decades. Today's workforce thinks differently. Millennials and Gen Z expect to build careers—not necessarily with one employer. If they don't see opportunities to learn, grow, contribute, and advance, they'll find them somewhere else. Research consistently shows that younger employees are looking for more than a paycheck. They want managers they trust, meaningful work, opportunities to develop, flexibility when possible, and a workplace where they feel respected, supported, and heard. Gallup reports that 87% of Millennials say professional development is important to their job satisfaction. Combined with growing expectations for work-life balance and a positive workplace culture, it's no surprise that organizations relying primarily on compensation to retain employees continue to struggle with turnover. The encouraging news is that leaders influence most of what keeps people engaged.  Managers who hold meaningful conversations, clarify expectations, recognize contributions, coach for growth, and genuinely care about their employees create workplaces where people want to stay. They build trust, strengthen engagement, and help employees grow, succeed, and see a future with the organization. Today's retention isn't driven by job security or loyalty alone. It's driven by a workplace experience where employees are growing, supported by leaders they trust, and confident their contributions matter. Download our Retention Conversation Guide to discover practical ways to strengthen trust, engagement, and retention—one leadership conversation at a time. Conversation is where leadership happens.

Feedback Isn't a Download. It's a Dialogue.

By Cathie Leimbach • July 14, 2026
Most leaders know they should give feedback. Yet many avoid it. Not because they don't care, but because they worry they'll discourage someone, create conflict, or say the wrong thing. Unfortunately, when feedback is delayed, vague, or avoided, employees don't feel supported—they feel uncertain. Research highlighted in a recent McKinsey Quarterly article found that employees who receive regular, specific feedback are significantly more engaged than those who don't. The problem isn't that employees dislike feedback. They dislike feedback that feels judgmental, unclear, or disconnected from their growth. The strongest leaders understand something important: Feedback isn't a download. It's a dialogue. When leaders approach feedback as an employee development conversation rather than a list of mistakes, people become more open to hearing hard truths and more motivated to improve. Effective feedback communicates two powerful messages at the same time: I respect you. I believe you can grow. That combination changes everything. The best leaders don't simply evaluate past performance; they help employees see future potential. Rather than focusing only on what went wrong, they provide feedforward —guidance on what someone can do to become even more successful. High-performing organizations understand a simple truth: Improvement requires input. The question for leaders isn't whether to give feedback. It's whether our feedback leaves people feeling smaller—or stronger. Feedback doesn't change people. Better conversations do. Download our one-page guide: 5 Practices That Turn Feedback Into Growth Learn five practical ways to make every feedback conversation more productive, more encouraging, and more likely to inspire lasting growth. Conversation is where leadership happens