Covering 566 companies from around the world, the 2015 EdelmanENGAGE State of Engagement study shows an uncomfortable disconnect between organisations’ business and brand strategies and their approach to employee engagement.
Whilst employee engagement is recognised as being critical to business success, many organisations treat it as a tactical activity focused mainly on creating a “great place to work”. In many cases, employee engagement approaches do little to create a “great place to serve customers” and a “great place to perform”.
The study also shows that many organisations are still using off the shelf approaches to employee engagement that take little account of their own business environment, challenges, culture and customers. This has led to engagement levels being over-reported, and a disproportionate focus on “flat”, descriptive data and irrelevant external benchmarks.
The study shows that organisations using a tailored approach to employee engagement are more able to understand what engagements looks like and take action to improve it.
This report concludes with several recommendations that will help organisations get more strategic about employee engagement, tailor it to their own business and get serious about understanding the impact that engagement has on people, customer and financial outcomes.