Achieving Employee Engagement in Times of War

When Russia invaded Ukraine in February 2022, the Ukrainian pharmaceutical company where I work as a PR head, like many other companies based in Ukraine, had to adjust quickly to the new reality.

The risk of a major war was highly underestimated, and in many cases, Ukrainian businesses were not adequately prepared. My company, which employs more than 2,000 people involved in developing, producing, and distributing medicines, experienced a loss of market share. The company had to transform its strategic goals and meet the challenge of motivating employees to contribute toward achieving these goals amidst the war and the risks it entails. 

The employees confronted significant challenges as well: they lived and worked under extraordinary conditions—some in territories occupied by Russia, others fleeing dangerous regions, working remotely, or staying at manufacturing sites producing medicines and delivering them to pharmacies, often under air raids. The company focused on addressing employees’ basic needs by supporting their relocation to safer areas, paying salaries in advance, and committing to maintaining the team without resorting to layoffs. 

The war time in my country has provided timely examples of how leaders can engage their employees through talking to people with empathy and care, listening and maintaining consistency between their words and deeds. In this article, drawing on my experience advising the CEO and senior managers on organizational communication, as well as insights from other organizations, I outline possible challenges and solutions for engaging employees during hard times like war. 

Employee Engagement: Mutual Benefits 

Employee engagement centers on the relationship between the employee and the employer. The concept has been in use for over twenty-five years, though there are many definitions. The authors of the Engaging for Success report define employee engagement as a workplace approach designed to ensure that employees are committed to their organization’s goals and values, motivated to contribute to organizational success, and, at the same time, able to enhance their own well-being. This definition highlights how engagement can benefit both the organization and its employees. 

Regarding organizational benefits, the study used academic research and data from research firms such as Towers Watson, Kenexa, Hay, Aon Hewitt, and Gallup to show that employee engagement positively impacts performance, productivity, absenteeism, retention, innovation, customer service, and advocacy. For employees, engagement in meaningful goals leads to positive emotional experiences, enhancing mental health: 86% of engaged employees report feeling happy at work, compared to only 11% of disengaged employees. 

How Engagement is Achieved 

Leadership, engaging managers, listening to employees’ concerns, and alignment of behavior with organizational values are crucial for employee engagement. A report for the UK government found that these factors are positively associated with organizational commitment, innovation, employee morale, well-being, and profitability. 

Leadership 

The role of senior management in employee engagement is primarily through providing employees with a clear understanding of the organization’s purpose. MacLeod and Clarke refer to this as a “strategic narrative”—a clearly expressed story about the organization’s purpose, why it has its broad vision, and how individuals contribute to that purpose. Leaders can engage employees by communicating this narrative directly, clearly, and regularly, explaining the reasoning behind it, the challenges, and each department’s role in achieving these goals. 

During wartime, meeting employees’ basic needs is essential for engagement. A crisis, like war, creates safety concerns, so leaders should shift their communication to address employees’ and their families’ safety needs. While CEOs can only control people’s safety to a certain extent, it’s crucial to communicate the support the organization provides. For example, the CEO of the company where I work announced the company’s commitment to support employees who suffered due to the war. A corporate fund was set up to assist employees who lost their homes and facilitate relocations to safer regions. The employee survey we conducted later showed the company’s reliability was among the top reasons why employees stayed with the company and recommended it as a good place to work. 

In times of fear, frustration and uncertainty, employees seek more information, guidance, and reassurance from leaders. CEOs should communicate honestly about the negative consequences and potential impacts of crises, showing compassion. Informing people on short-term goals and explaining these goals to employees, is important to provide people’s engagement about the goals, and their trust in leaders and their company’s future. Circumstances vary with each crisis, but authentic care and encouragement can help support employee morale. 

Clear and simple communication is essential during a crisis because stress reduces people’s ability to process information. Research also suggests that CEOs play a symbolic role as chief communicators during crises. According to media richness theory, communication channels that allow for two-way interaction, such as face-to-face meetings, video calls, and social media, are more effective in promoting openness and transparency than email or print publications. 

From my experience, some theoretical recommendations cannot always be fully implemented during a crisis. Senior leaders, who are focused on urgent matters, may see direct communication as too time-consuming. However, distancing themselves from employees can result in a loss of trust and missed engagement opportunities. Setting up direct communication channels in peaceful times makes it easier to maintain them during crises. 

One Ukrainian CEO shared that during the war he maintained communication with employees as usual by recording video messages. The only thing he changed was regularity – during the first war months he recorded videos every day. These videos discussed organizational challenges and achievements, and the CEO used them to express his compassion and optimism. Usually he recorded these videos in his office, sometimes standing against one of the company’s production sites to emphasize he was with people. He commented that these video messages helped to maintain unity and employees’ morale. 

A CEO of another Ukrainian tech company regularly encourages employees to “celebrate life” by engaging in activities that bring joy, like playing sports or spending time with family. These messages help employees maintain their resilience and emotional health during the war. 

Listening to Employees 

Listening to employees is fundamental in building trust and engagement. There are many definitions of listening; MacLeod and Clarke explain it as when “…employees’ views are sought out; they are listened to and see that their opinions count and make a difference. They speak out and challenge when appropriate”. Studies have shown a positive connection between employee engagement and listening. Research conducted with over 2,000 UK employees by Ruck in 2016 found that when organizations listen and respond to employees’ views, employees feel more valued. Another study, involving over 500 organizations before, during, and after the COVID-19 pandemic, found that listening positively impacts employees’ feelings toward the organization and their willingness to contribute. 

However, listening can be challenging during times of war. Barriers such as time, remote work, and even limited digital access due to poor internet or electricity supply can hinder listening efforts. Despite these barriers, organizations should find creative solutions to keep on listening their people. 

CEOs who prioritizes listening in normal times are more likely to maintain this practice during crises. One PR manager from a Ukrainian international company shared how their CEO, who used to walk around the office speaking with employees, adapted this practice during the war by using time in bomb shelters to engage with staff. Olha, a PR manager at this company said: “These listening sessions for sure were valuable for all of us. Sometimes what people told our CEO at the time was very different from our assumptions about their concerns”. 

Integrity and Authenticity 

According to a Qualtrics survey, employees who feel their organization genuinely lives its values are 27% more likely to have higher engagement scores. Authentic leadership, where words and deeds align, is crucial for fostering engagement. During the Russian invasion, some Ukrainian CEOs admitted they underestimated the risks of war, but employees appreciated their honesty, which strengthened trust. 

Engaging Managers 

Line managers, who interact regularly with employees, play a crucial role in engagement. The top behaviors cited for engaging managers include clarifying expectations and listening to team members. Managers are well-positioned to address employees’ emotional states and provide support during times of uncertainty, such as war. The research by The Workforce Institute at UKG, showed that Managers impact employees’ mental health (69%) more than doctors (51%) or therapists (41%) — and even the same as a spouse or partner (69%). 

In some cases, engagement extends beyond work, as seen when managers of a Ukrainian company visited employees’ homes to check on them during the early days of the war, as there was no other opportunity to connect with these employees due to poor mobile and internet connection. 

I have concluded from my experience, that engaging employees during wartime is possible, but it requires due attention before crisis happen. It is much easier to find new solutions to support, listen, be authentic and open in challenging times, if these practices have been already established within the company and are normal for leaders and people.  

Now, with the war ongoing, every day brings me new examples of mutual benefits employee engagement have for employees and employer. To engage people in wartime, I recommend investing in employee engagement before the crisis and doing the following, when it comes: 

Communicate with Care: Leadership communication must provide employees with clear guidance, a vision of the company’s short-term plans, and explain how these goals impact both the organization and individual roles.  

Empathize: Leaders should recognize the importance of supporting employee morale, showing understanding, and encouraging resilience.  

Celebrate Life: Remind employees to take care of their mental and physical health, even in challenging times, and set an example by sharing personal strategies for well-being. 

Encourage Feedback: Provide both formal and informal feedback mechanisms to engage employees and gather the data necessary for ongoing evaluation and improvement. 

Be Agile: You may find yourself in unprecedented circumstances. Get prepared to be creative and agile in finding solutions. 

Oksana Stefanova reflects on studying the CIPR Professional PR Diploma

What do you see as the key benefits of having the PR Diploma qualification?

The PR Diploma has undoubtedly sharpened my strategic and practical skills. It has also boosted my confidence as a practitioner and earned me greater trust from my executive team and colleagues.

What has been your favourite part of the CIPR PR Diploma course so far?

Writing a reflective statement has been one of my favorite parts of the course because it helped me think through my experiences, extract key lessons, and grow as a PR professional.

Have you yet been able to apply any of the learning, and if so, how?

I’ve already applied my learning in leadership communication by launching a program where top managers meet with employees to discuss organizational goals and answer questions. This initiative has strengthened transparency and made employees feel valued and heard.

Read our Complete Guide to CIPR Qualifications