• Mark Miller

    No doubt about it that employee engagement yields big results for businesses. Now that we know it actually drives impact, how do you boost engagement? I believe shifting behavior is the first step. Employees and leaders need to demonstrate successful behaviors that take into account the way people naturally and most effectively work, communicate and act.

    We developed a blog on this topic – would love to hear thoughts http://www.emergenetics.com/driving-employee-engagement-productive-workplace-behaviors

    Mark Miller
    VP of Marketing
    Emergenetics International (www.emergenetics.com)

  • Jacque Vilet

    The results show correlation which is a whole different
    ballgame than “cause” and HR needs to understand that. Those
    that have a vested interest in selling engagement surveys do a good job of
    hyping this connection as if it were “cause”. It isn’t.
    Too bad we are so gullible. Read this:


    • Reese Haydon

      Great point, Jacque–and excellent post! You’ll notice I didn’t claim causation in my blog; I’m leaving interpretation up to the readers on this one. Thanks for sharing your thoughts!

  • Michael E

    “The Beatings will continue until Morale improves”… Sound familiar? “Beatings” can increase engagement too, so therefore if a causal effect were true such actions would increase ROI … but they don’t. The opposite occurs. The reason is because real world, positive “engagement” is a byproduct of an overall set of policies that are already contributing to increases in ROI. It’s unfortunate the garbage that masquerades as science these days.

  • CJ

    I fully endorse the need for robust stats and agree with Michael E – engagement or disengagement can be by-products of the policies in place in the organisation.

    I also agree with Jacque though, that engagement (or disengagement) may be by-products of policies (ie through causation) or they may be by-products of something totally different, and that HR often confuses correlation with causation. However, let’s also remember that this is a common failing – managers and other people generally fall into this trap too. We do need to arrive at more in-depth analysis of what drives what, and a higher level of HR professionalism – but also a higher level of managerial professionalism too. After all, who actually is responsible for getting the best out of the team? Is it HR or is it their manager? I think most people now believe the direct manager is the person responsible for this, and the role of HR, organisational leaders and others who may be working with the organisation are to ensure policies and processes (including development support for managers) are there to provide what managers need to build a productive environment.

    Mark asks how can we boost engagement. There has already been some interesting research here in the UK into how effective management can have an impact on business performance, via a framework that explores what drives what – ie effective management can drive engagement which can drive business performance.

    The links to the studies are below (2 related studies) – I think they make interesting reading, and perhaps these take the research a stage further than the studies referred to in previous comments and links? The framework referred to enables the organisations to critically assess and improve every component in the program (which Jacque suggests is important) and also compares the research group to a control group, so that the issue of correlation or causation can be more closely explored.

    Note that the key issue, though, is effective implementation of this framework in order to achieve this result. Where implementation is not effective, the result is understandably less effective.



  • CJ

    … whoops – sorry not sure what happened to my photo there! Sorry everyone!