Page 46 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

Crosswind Factors C33

themes that, in total, generate the conditions where engagement and
re-engagement can happen.

The Boardroom-to-Mailroom Engagement Gap
And that engagement gap that we spoke of between senior leaders
and hourly employees? The two examples in Figures 2.4 and 2.5 show
the marked contrast. As you can see in Figure 2.4, when levels of
employee engagement are low—in this case from an employer scoring
in the bottom quartile—the difference in scores between senior lead-
ers and other employee groups can be quite stark.

Figure 2.4

By contrast, the results in Figure 2.5 show what happens when
an employer has very high employee engagement scores, in this case
from a winning Best-Places-to-Work employer. Higher overall levels of
engagement act as a buffer to the diseconomies of scale.

Figure 2.5