While managers and leaders often misattribute employee turnover to other factors, Gallup’s comprehensive study (2015) shows that 50% of Americans leave their jobs because of their managers. One way organization leaders and managers can reduce turnover is through promoting employee effectiveness.

Employee engagement is usually targeted towards HR. However, research has shown that managers account for more than 70% of the variance in employee engagement. This is because managers fill in the roles HR cannot: the roles of personalizing relationships, connecting with, and empowering employees.

Using unique behavior-based indicators, we gain further insight into how employee engagement and performance are interrelated.

Studies show that culture fit and feeling valued at work affect employee well-being, with culture fit most important.

Studies show that strong friendships at work improve work life —employees with strong friendships are more likely to be an organization’s advocate, have better wellness, and have fun at work.

Our studies show that receiving recognition helps employees appreciate the support they receive from others and triggers them to give recognition too.

Our study shows that employees who regularly provide meaningful feedback are also the top contributors and high performers.

Employee Net Promoter Score, or eNPS, is a scoring system that helps employers measure employee satisfaction and loyalty.

Measuring Engagement is difficult because it can be hard to define. Whatever it is, we want to improve it, increase it, make it better. Happily's research finds that there are 11 factors, or dimensions, that determine an employee's engagement to their work.