Many people can provide anecdotal evidence as to why employee engagement is important—they can point to examples of when high engagement leads to good working relationships, creative problem solving, and trust. There also are many examples of low engagement leading to the opposite: poor relationships, one-off solutions, and lack of trust. Such stories are common and interesting, but to be able to support the decision to enhance engagement, leaders need concrete data.
Based on interviews with executives at Fortune 500 companies, Gallup states that “[w]orkplace measures like employee engagement might be even more important as predictors of an organization’s economic health [than earnings per share].”
Addressing employee engagement can take time and money, both of which are precious commodities. Data like those above indicate that many companies can’t afford to not address low engagement. So what does an organization do? According to BlessingWhite’s 2011 survey, the top drivers of engagement are opportunities to apply talents, career development, and training.