• Companies with high employee engagement achieve on average a 13.2% improvement in net income growth, while companies with low employee engagement have on average a 32.7% decline in net income growth.2
  • 8 out of 10 employees who are engaged contribute with new ideas within the team, while only 2 out of 10 of those who are not do the same. This behavior is similar in the interaction with clients: 74% of the engaged employees share new ideas with clients, while only 13% of those disengaged do the same.3
  • A highly engaged workforce is 50% more productive than a disengaged workforce.4
  • Highly engaged employees stay for what they give while those that are disengaged stay for what they get.5
  • 69% of disengaged employees are ready to leave the company at any time for a 5% salary increase while the engaged ones would not leave for less than 20%. The replacement cost for an employee is estimated to be about 1.5 times the annual cost undertaken by the company for that particular job.6

Same-year operating margin

(Study of 50 global companies)
  • 30
  • 25
  • 20
  • 15
  • 10
  • 5
  • 0


Low traditional engagement companies


High traditional engagement companies


High sustainable engagement companies

Sustainable Engagement


Equipping workforce with internal support, resources and tools.


Creating a supportive social environment that promotes employee well-being.

Traditional Engagement

Willingness to give extra effort as a result of belief and attachment to company.


Real-time information and action on:
  • My Performance
  • My Work
  • My Development
  • My Team
  • My tools & resources


Real-time information and action on:
  • My connection to the organization
  • Knowledge, ideas & inspiration sharing
  • New challenges and opportunities
  • My recognition
  • My Well-being


Engaged leadership. Clear and transparent strategy. A climate of trust.
  1. Source: Steelcase Global Report 2016 conducted in partnership with IPSOS research
  2. Source: study conducted by ISR on 664,000 employees world wide, 2006
  3. Source: Gallup Business Journal, 2006
  4. Source: Weir, J. 2003. Reporting findings of First, Break All the Rules, by Marcus Buckingham and Curt Coffman (Simon and Schuster, 1999) and Now, Discover Your Strengths, by Marcus Buckingham and Donald Clifton (The Free Press, 2001)
  5. Source: Blessing White
  6. Source: The Institute for Research on Labor and Employment
  7. Source: Towers Watson