Taking a Psychological health and safety (PHS) approach with curiosity, support and kindness can help a disengaged employee reconnect with obvious benefits for everyone.
When a disengaged employee feels heard, valued and respected, it can spark re-engagement in their work and relationships with colleagues.
In my last post Applying a Psychological Health and Safety (PHS) Approach to Re-Engaging Disengaged Employees, I introduced a three-step, psychological health and safety-based intervention that can help you achieve this outcome.
Below, I’ve broken down each step to highlight why it is important and the specific actions you can take to work through the process. As noted previously, this intervention isn’t intended to help you overhaul engagement across the organization; it is a progressive approach that you and other leaders in your organization can apply when assisting individual employees.
Step 1: Identify: Spot the signs of disengagement
This model begins with being observant, noticing and being willing to help the employee. Not every employee will voice their discomfort. Many disengaged employees retreat quietly, hoping no one notices, as they just want to be left alone and get their paycheque until they can figure out what to do.
Regardless of whether the employee is overt or covert, they typically show subtle but significant signs of emotional disengagement, including:
Diminished performance or attention to detail
A shift in attitude: more withdrawn, less vocal
Reduced discretionary effort: leaving work earlier or skipping team events
Decline in participation, collaboration and/or confidence
Lack of spark, curiosity and/or sense of pride
Noticing is not about surveillance; it’s sensitive observation and empathy to note that the employee does not appear to be having a positive experience or does not feel connected. Once it is clear that the employee’s behaviour has changed, and they don’t appear to be engaged, you might consider a non-threatening intervention.
Step 2: Approach with openness: Build a safe space for dialogue
When approaching a disengaged person, be aware that they may not consciously associate their mental state with disengagement. In their mind, they may just be surviving and may relate more to simply feeling drained and less energetic about work.
Begin with a check-in. In a private place, ask the employee for permission to check in. “Hi Kelly, I’d like to do a quick check-in. How are things going?” Any response is fine; you are just looking for a little more context. The first question is simply about creating space and showing that you care.
Anchor caring and demonstrate respect. This step is all about trust and emotional safety. Keep the focus on humility, showing respect, caring and empathy. Begin by acknowledging that you are aware of the positive work they have done and their impact, achievements and strengths. Do not rush this part of the conversation; allow space for them to respond about how they feel, as this provides more context.
Inquire about their energy level. Encourage the employee to engage in the conversation to share the concerns that may be draining them. One question that must be delivered in a calm and non-threatening tone that may get the conversation moving is, “I’ve noticed a change in your energy recently; how are things really going for you?” The word really is a technical term from Dr. William Glasser’s Reality Therapy, where he taught that it is common for a person to know what they do not want, and often more challenging to articulate what they want. Using the term “really going” may trigger the employee to share the experiences that are draining them.
Invite their feedback on the workplace. Understanding the employee’s experience better and what may be happening through further discovery can show caring and demonstrate respect and interest. It can also help them trust you more and be more transparent with their concerns. If at any time the employee appears concerned or defensive, let them know you are only there to help and there is no other agenda because you know they are a valuable member of the team.
You will need to be open to the possibility that some or all of the individual’s disengagement could be rooted in their experience of how work is organized, the quality and availability of equipment and resources, and the strength of their interpersonal relationships. This acknowledgement can normalize the employee’s reality and help them feel less guarded and more willing to explore the conversation.
If an employee does not want to talk, that is okay. The key is not to push; it is to be open to starting at Step 1 again, at another time, and recognize that it may take a couple of attempts for the employee to feel safe and know you care.
Step 3: Reset: Reframe and rebuild forward momentum
At this stage of the process, you may see that the employee trusts that you are there to help and is willing to share their issues. Remember that having the conversation isn’t going to fix the situation; it is an opportunity to frame what is and what could be.
After trust is established and the employee feels safe to share their experience and stories, you can begin to gently reset the employee’s mindset and internal narrative. This should be a creative and collaborative process, built around possibility and empowerment.
Recognize their “drains.” Acknowledge what is zapping their motivation or emotional connection at work. It could be workload, lack of autonomy, unresolved conflict or a feeling that values are misaligned. Let them know they are not alone and that you are open to helping them. Work together to figure out what each of you can do to influence changes in their environment in a way that ensures there is no risk to them.
Use “what if” questions to explore alternatives. Focus on other options and what changes they can make to themselves and the environment and the possible benefits of doing so. For example: “What if we adjusted your role to support your strengths better? If you felt fully supported here, what might change for you?”
Gain permission to co-design a new path forward. Once it is clear there are options, the individual’s sense of hope may be improved. Get their consent and engage them in the process of identifying alternatives and taking action to relieve some strain. Employees must feel they’re part of the reset, not the subject of it.
Focus on rebuilding trust and recognition. Make it clear that the employee is a valuable team member and that a plan without follow-through is not a plan. Demonstrate that you appreciate and recognize the employee’s value and ensure them that they are not alone.
The reset stage isn’t about immediate transformation. It’s about planting seeds for opportunity and creating more energy for the employee. Some employees might need more time, but even small shifts in language, structure or support can catalyze healing and re-engagement. Just as Step 2 does not push the employee, the goal in Step 3 is to ensure they know they are valuable and you care about their experience.
Remember to be kind to yourself
Every situation will be unique. One size does not fit all. It will take time for you to become comfortable and confident in moving through this intervention. Give yourself the same space to learn and explore that you are extending to the employees you care about. This is a growing opportunity for both of you.
Get to know the authors –Dr. Bill Howatt