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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 InstituteTM 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.


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Rebecca L. Ray, PhD

Executive Vice President, Human Capital
The Conference Board


Ricardo Aparicio, PhD

Program Director, Employee Engagement & Experience Council
The Conference Board


Patrick Hyland, PhD

Director of Research & Development

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David A. Dye, PhD

Program Director, Employee Engagement & Experience Council, and Employee Engagement & Experience Summit.
The Conference Board


Jodi Simco

Partner, The Engagement Institute™


Anthony Caputo

Partner, The Engagement Institute™

Our Experts

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Rebecca L. Ray, PhD

Executive Vice President, Human Capital


Amanda Popiela

Researcher, Human Capital


Amy Ye

Researcher, Human Capital


Robin Erickson, PhD

Principal Researcher, Human Capital


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