One Page Talent Management: Eliminating Complexity, Adding Value

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Engagement and Engagement Surveys

THE RELEASE OF GALLUP’S Q12 survey instantly increased the value of employee perceptions worldwide. Gallup’s claim—that a twelve-question survey could predict key business outcomes such as employee turnover, customer satisfaction, and company profitability—suggested that the Holy Grail of human resources had been found. Finally, there was quantitative proof that employees’ attitudes had a measurable financial impact.¹

The Gallup research raised awareness about engagement’s potential, but the trigger of the avalanche was a 1998 Harvard Business Review article, “The Employee-Customer-Profit Chain at Sears.” The article detailed Sears’s discovery that ten items on its seventy-item employee survey could predict ...