Product

Employee engagement

2 min read
December 3, 2025
Employee engagement

Engaged employees are important for an organization. A high degree of engagement leads to a more productive, creative, and innovative organization. On this page, you will learn what engagement is, how an engagement survey works, what the benefits are, and what role Highberg can play in this!

 

What is Engagement?

Engagement sounds great, but what exactly is it? Engagement is a positive characteristic of employees. Engaged employees derive satisfaction from their work and perform their duties with pleasure. This positive mindset offers many benefits. For example, engaged employees are generally more productive and healthier (lower chance of absenteeism). This is because engaged employees adopt a more proactive and involved attitude. Engagement also fosters loyalty, meaning employees feel less need to change jobs, which is beneficial for organizations in the long term. Finally, high engagement creates a positive work atmosphere. This makes it easily transferable to other employees. The value of engaged employees is therefore considerable!

Engagement Survey

Now that it is clear what engagement entails, an engagement survey can be explained. The great value of engaged employees is now clear. But how is engagement measured? This is done through an engagement survey.

Measuring Engagement

 

Engagement is measured through an engagement survey. To measure engagement, the Utrecht Work Engagement Scale (Schaufeli & Bakker, 2006) is used. Roughly, three main factors are measured:

  1. Dedication: Are employees proud and inspired by the work they perform? Do they derive meaning from their work and feel enthusiastic and challenged by it?
  2. Vigor: Do employees have enough energy and resilience to achieve company goals? Do they put in a lot of effort, are they not easily fatigued, and do they show perseverance in difficulties?
  3. Absorption: Are employees happy and content with the work they do? Does time fly by because they perform their work without reluctance?

The above factors are measured through a questionnaire among employees. This reveals the organization’s current standing and areas for improvement. Before the questionnaire is drawn up, ensure the organization is well-informed about what engagement is! An incorrect questionnaire can lead to inappropriate follow-up steps.

Increasing Engagement

Organizations can increase engagement by improving the three main factors. How this can be done differs for each organization. Some examples include:

  • Work atmosphere: a challenging and pleasant work atmosphere promotes engagement. If employees can be themselves, develop, and receive enough autonomy, engagement will increase.
  • A meaningful organizational culture is very important. A culture with which employees can identify, leading them to voluntarily commit to the organization.
  • Inspiring leadership leads to higher involvement. Leaders who know what is happening within the company provide inspiration and trust, which promotes engagement.

Specific areas for improvement are difficult to predict. The factor with the lowest score can be targeted most effectively.

Engagement Model

All information regarding engagement can be summarized in a (conceptual) engagement model. This model can be seen in Figure 1 (The Job Demand-Resources model (Bakker & Demerouti, 2008)). This model states that work-related and personal resources lead to more engaged employees (mediated by job demands). Work-related resources can be offered by the organization, such as providing autonomy and feedback, and personal resources come from the employee, such as optimism and stress resistance. Engagement, in turn, leads to higher performance. Higher engagement and performance can ensure that both resources improve. A virtuous cycle of improvement opportunities is visible. If engagement is managed well, engagement will naturally increase!

Engagement and Involvement

The concepts of engagement and involvement partially overlap. While engagement primarily focuses on dedication, vigor, and absorption, allowing the employee to derive pleasure and energy from work, involvement focuses on passion for the work and a strong bond with the organization. Involvement, therefore, is about seeing the value in the work you do, whereas engagement focuses more on the pleasure you derive from the work. On the Employee Engagement page, concepts related to engagement and involvement (such as job satisfaction, eNPS, and contentment) are further explained.

What can Highberg do in this?

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