Keep employees engaged in a remote-first world
The future of work is changing. How do you keep your people engaged in today’s hybrid workplace? Scroll down a little and we’ll show you how.
"Engaged employees are 23% more profitable, 18% more productive, and 81% less likely to look for a new job."
- Gallup, State of the Global Workplace 2023
Employee engagement is driven most strongly by whether employees see a clear path for growth and whether their manager actively supports their development. According to Gallup's State of the Global Workplace 2025, only 21% of employees globally are engaged at work, costing the world economy $438 billion in lost productivity in 2024, with managers accounting for 70% of the variance in team engagement. GoFIGR addresses this directly by giving managers structured career conversation tools through the Career Upgrade Experience, and giving employees visible internal pathways through Talent Navigator, connecting the two strongest evidence-backed drivers of engagement in one platform.
Give your employees purpose and meaning to their work
“Employees need more than a good paycheck to invest in their work. People want purpose and meaning from their work” (Gallup, 2022). Talent Marketplace algorithmically matches employees’ skills and interests with internal opportunities to develop, learn and grow, giving employees the chance to do what they love and do best everyday.
Encourage regular career reflection and goal setting
The Career Upgrade Experience encourages employees to reflect on their careers and set achievable goals regularly. Talent Marketplace then recommends ways that employees can proactively hit their goals – through internal mentors, learning, projects and roles.
Help employees see all their possibilities within your business
Talent Navigator keeps your people engaged by showing them all the possible pathways they could pursue within your business, based on their skills, aspirations, and interests.
Other use cases
Find, inspire, grow and retain your best people. Let’s GoFIGR.
