The measurement of engagement

The purpose of this paper is to clearly define the concept of engagement and distinguish it from other descriptions of positive employee well-being. It then discusses how to measure this concept objectively and reliably.

The paper looks at the distinctive meaning of the term “engagement” and expresses concern that the term has been diluted with its popularity. It analyses the drivers of true engagement and then looks at how the evidence of the reality can be measured and the drivers themselves. It concludes with a brief summary of the link between engagement and performance.

Some key conclusions in the paper are that engagement should not be confused with measures of satisfaction; that a clear distinction should be made between the evidence and reality of engagement and the drivers that cause it; that both should be measured and much more frequently than the typical annual opinion survey; that off-the-shelf surveys should be validated against the specific employees we are surveying and added to if necessary; and that the link between true engagement and improved performance is solidly established.

This paper is based partly on engagement literature and partly on models and experience of the author. It critiques a number of current practices.