Gallup has indicated that only 33% of all employees are engaged, meaning that 67% are not engaged or are actively disengaged(1). Furthermore, this number has hardly budged over the last 15 years that Gallup has been tracking the data. Globally, as noted by Gallup, an astounding 87% of employees are not engaged or are actively disengaged(2). Clearly, something is wrong. Based on our experience working with national and international clients for well over 15 years, we believe that employees are disengaged because managers fail to understand the importance of engagement and therefore are adrift when it comes to the practices that can boost engagement.

But the issue lies not with managers alone. These managers work in organizations where engagement is not a priority and therefore is not valued. The failure to engage employees, in many cases, must be seen from a systems perspective. When senior decision makers place a low priority on employee engagement, both the employee and the organization suffer.

When companies decide to address employee engagement, they are also at the same time addressing their own core values.  A sustainable practice of building employee engagement and the training of managers who are competent and cable to advance and strengthen employee engagement can only unfold in supportive organizational cultures that place a very high priority on taking care of their people.

The 6 Pillars of our Approach to Equipping Managers to Build Employee Engagement:

Integer Leadership Consulting has been involved in extensive research for the last seven years exploring the concerns and issues that give rise to employee disengagement. We have surveyed hundreds of working adults nationally and internationally which has, in turn, informed our approach to working with our clients.

Integer’s E6 Employee Engagement model forms the foundation of our work with managers and senior leaders. It includes management practices that address the following areas:

  1. Work that aligns with strengths
  2. Understanding how individual work contributes to the larger effort
  3. Continuous professional development
  4. Autonomy that provides for creativity and innovation
  5. Recognition and valuing
  6. Meaning and purpose beyond the paycheck

Our Approach with Clients:

When it comes to engagement, we work with our clients to address both the organization’s core values and the management practices that advance engagement. We collaborate with key decision makers to develop those core values that prioritize employee engagement. We then build training for all levels of managers focusing on Integer’s E6 model.

This training includes the alignment of engagement values throughout the organization, the management practices that support and sustain engagement, and the measurement of employee engagement.

Our delivery platforms include onsite, virtual, or a combination of both.


(1) Gallup, Inc. (2017). State of the American Workplace. Washington, D.C.: Gallup Press.

(2) Gallup, Inc. (2017). State of the Global Workplace. Washington, D.C.: Gallup Press.