Employee Engagement Research Outcomes

Research Background

  • The Corporate Leadership Council’s research has found that organizations are turning their attention to their employees’ level of engagement. This is in contrast to previous Satisfaction surveys. Organizations realize that someone can be highly satisfied based on what they may value and receive but not necessarily engaged and giving their best effort to the organization.
  • A Council survey of more than 50,000 employees at 59 member organizations in 27 countries and 10 industries demonstrates the real bottom-line impact of employee engagement. Highly committed employees perform up to 20 percentile points better and are 87% less likely to leave the organization than employees with low levels of commitment.

Employee Engagement is the extent to which employees commit to something or someone in their organization, how hard employees work, and how long they stay as a result of that commitment. Engagement can be summarized by two key concepts – Discretionary Effort and Intent to Stay.

Two Types of Commitment

  • Rational – Belief that a personal financial, developmental or professional benefit will occur (commitment of the mind).
  • Emotional – Believing in, valuing or enjoying assigned work, teams, managers or the organization (commitment of the heart).

Engagement Research Findings

Top 12 commitment drivers promoting discretionary effort and retention

formInsight: Eight out of 12 of the top drivers are directly connected to leader behavior. Also commitment to Diversity is one of the top 4 drivers. I point this out because leaders must be aware of how they impact how hard people work and how long they stay. Also the area of Diversity is one of our core service areas, and this research provides additional rational for organizations to focus in this important area. Which of the above Engagement levers represent areas of strength for your organization, and where are areas to improve?


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