DNA of Engagement: How Organizations Can Foster Employee Ownership of Engagement

Despite companies increasing investment in employee engagement programs and leadership initiatives, fewer than a third of workers around the globe elicit high levels of commitment and discretionary effort. This is troubling because engaged employees are more productive and innovative. This lack of employee engagement raises the question of who in the organization is responsible for creating an engaging culture—senior management? Human resources? The entire workforce? This report, building on previous findings from The Engagement Institute^TM on what creates engaging cultures and leaders, explains how individual employees need to be responsible for managing their own engagement and what companies can do to enable it.