The vast majority of HR practitioners state that employee engagement is one of the primary objectives of a talent strategy.1 Use of the term “employee engagement” seems ubiquitous, and most organizations use a general definition of engagement as something beyond satisfaction that describes an employee’s discretionary effort.2 3 Many organizations are thus measuring employee engagement in regular employee surveys as an important business indicator.
Measurement reliability and validity are important prerequisites of an effective engagement survey. This paper will review Aon Hewitt’s employee engagement model and will provide empirical evidence for the validity of our engagement measure from our extensive global employee research database of over 8 million employees.
1Aon Hewitt. "2012 Total Rewards Survey: Transforming Potential into Value." (2012). 2 Society for Human Resource Management. "2014 Employee Job Satisfaction and Engagement: The Road to Economic Recovery." May 2014. 3 Rooy David, L.V., Whitman, D.S., Hart, D., and Caleo, S. "Measuring Employee Engagement During Financial Downturn: Business Imperative or Nuisance?" Journal of Business Psychology 26 (2011): 147-152. Print.