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DNA of Engagement: How Organizations Create and Sustain Highly Engaged Teams

How do you know if your organization’s teams are highly engaged? And if they aren’t, how do you get them there and keep them there?

A surprising number of teams can’t actually explain their purpose or how it connects to wider business objectives. A well-defined purpose is one of the five essential components of an engaged team our research uncovered. In this report, we also describe effective strategies organizations including CarMax, Quicken Loans, and NASA use to keep their teams fired up and focused.

EXECUTIVE SUMMARY

Teams are a highly effective and economical way for organizations to become more fluid, agile, and efficient in response to constantly changing business needs. As a continuation of the research The Engagement Institute™ has conducted over the past five years, we now focus on engagement at the functional team level: the inherent characteristics of those that are highly engaged and best practices that help organizations foster high levels of team engagement. Of the many themes we heard through our surveys, interviews, focus groups, and discussions with engagement leaders, these four stand out as important to driving a team culture of engagement:

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AUTHORS

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Amanda Popiela

Researcher, Human Capital
The Conference Board

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Robin Erickson, PhD

Principal Researcher, Human Capital
The Conference Board

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Rebecca L. Ray, PhD

Executive Vice President, Human Capital
The Conference Board

AmyYe.jpg

Amy Ye

Researcher, Human Capital
The Conference Board


Diagnostic Tool

CarMax Case Study

NASA Case Study

Quicken Loans Case Study

Our Experts

Ray, Rebecca 120 x 120.jpg

Rebecca L. Ray, PhD

Executive Vice President, Human Capital

rsz_popiela__amanda.jpg

Amanda Popiela

Researcher, Human Capital

AmyYe.jpg

Amy Ye

Researcher, Human Capital

RobinEriksen.jpg

Robin Erickson, PhD

Principal Researcher, Human Capital

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