Report: Employee Engagement Benchmark Study

We just published a new Temkin Group report, Employee Engagement Benchmark Study. The analysis uncovers a strong connection between employee engagement and customer experience as well as between employee engagement and productivity.

Here’s the executive summary:

Employee engagement is one of the four customer experience core competencies and it’s the one that companies tend to struggle with the most. To examine this critical area, we surveyed more than 2,400 U.S. employees. Here are some highlights of the findings: only 40% of employees are fully committed to helping their companies succeed, 54% will do something good for the company even if it’s not expected, and 26% are likely to look for a new job within six months. We also introduced the Temkin Employee Engagement Index (TEEI) based on how employees feel about three areas: understanding the company mission, feeling that their feedback is valued, and having the required training and tools. Using the TEEI, we found that only 31% of employees are highly engaged. These highly engaged employees are a real asset; they’re 5.8 times more committed to helping their companies succeed and 4.7 times more likely to recommend that someone apply for a job at their company. It turns out that companies with good customer experience have 2.5 times more engaged employees than companies with poor customer experience.

Download report for $195

To gauge the level of employee engagement across respondents, we used the Temkin Employee Engagement Index (TEEI), which is based on how much employees agree with three statements:

  1. I understand the overall mission of my company
  2. My company asks for my feedback and acts upon my input
  3. My company provides me with the training and the tools that I need to be successful

Using the TEEI results from the 2,435 respondents, our analysis uncovered a number of interesting items. Here’s a graphic I put together to summarize some of the key data in the report:

The report highlights four recommendations:

  • Make employee engagement an executive priority.
  • Measure employee engagement.
  • Create employee engagement task force.
  • Embed employee engagement into the HR fabric.

Download report for $195

The bottom line: Employee engagement is critical for long-term (and short-term) success

Written by 

I am an experience management transformist, helping organizations improve business results by engaging the hearts and minds of their customers, employees, and partners. My "job" is Head of the Qualtrics XM Institute. The Institute is still being established, but our goal is to help organizations around the world thrive by mastering Experience Management (XM). As part of this focus, I examine strategy, culture, interaction design, customer service, branding and leadership practices. And, as many people know, I love to speak about these topics in almost any forum. Prior to joining Qualtrics, I was managing partner of Temkin Group (leading CX research, advisory, and training firm), co-founder and chair of the Customer Experience Professionals Association (CXPA.org), and a VP at Forrester Research. I'm a fanatical student of business, so this blog provides an outlet for sharing insights from my ongoing educational journey. Check out my LinkedIn profile: www.linkedin.com/in/brucetemkin

4 thoughts on “Report: Employee Engagement Benchmark Study”

  1. How does employee communication (as part of a formal, system-wide internal communication program actively managed by a professional communicator) contribute to employee engagement? What are the factors that contribute to the employee engagement index — is it only responses to those three questions listed in the chart above?

  2. Great study and article! Employees who experience a high level of enthusiasm for and involvement with their job and the company, commit to achieving organization goals through a better understanding of the business context and enhanced level of trust in leadership. Their thinking shifts from being disinterested in the well being of the enterprise to believing that management is making the right decisions for the organization and its employees – that employees have a role in the impact of those decisions, thereby increasing the level to which they feel valued and appreciated. Carla Anne Ernst

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