The following research underscores the importance of Enterprise Engagement:

• Average three-year revenue growth for companies that effectively manage employee engagement was more than twice that of industry peers. (CLC-Genesee/Corporate Executive Board, 2009)
  
  
• When managers are disengaged, their employees are over three times as likely to be disengaged and 33% more likely to be frustrated with the company. (Sirota, ‘The Enthusiastic Employee,’ 2009)
  
  
• High-engagement firms experienced an earnings-per-share (EPS) growth rate of 28%, compared with an 11.2% decline for low-engagement firms. (Towers Perrin survey, July 2008)
  
  
• 85% of engaged employees indicating that they plan to stay with their employer for at least the next 10 months. (BlessingWhite State of Engagement 2008 report, April/May 2008)
  
  
• Best Buy Stores where employee engagement increases by a 0.1 (on a five-point scale) experience a $100,000 increase in annual sales. (CFO magazine, ‘Measuring Up,’ 6/26/07)
  
  
• Stores with top engagement scores generate roughly 10% more in sales per square foot and 36% more operating income than similar-sized stores in lowest quartile. (JC Penney 8-K SEC Filing, 4/17/07)
  
  
• Engaged employees are more productive, profitable, safer, create stronger customer relationships and stay longer with their company. (Gallup Management Journal survey, 1/12/06)
  
  
• Public organizations in the top quartile of employee engagement had EPS growth more 2 ½ times greater than below average firms. (Gallup Management Journal survey, 1/12/06)
  
  
• Call centers with high employee satisfaction also have high customer satisfaction. (Manpower/SQM Group survey, September 2006)
  
  
• By strengthening engagement, MolsonCoors saved more than $1.7 million in one year (SHRM ‘Employee Engagement and Commitment,’ 2006)