Increasing Employee `Engagement`

"How many years have you been running an engagement survey? So where's the engagement?"

Gallup's 2025 research puts a striking reality into numbers: Global employee engagement has fallen to 21% — the 2nd lowest level in 12 years. The situation in Turkey may differ, but outside of exceptions, engagement rates here too have been declining since COVID. This decline is not just a morale issue — globally it translates to $8.9 trillion in productivity loss per year. Yet the same research points to a solution: in organizations that invest correctly in manager development, the rate of actively disengaged employees is cut in half.

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Overview

Persona

CHRO

Project Duration

12–20 Weeks

Min. Consulting Days

25 Days

Flywheel

DELIVER

Partner

Trusted Technology & Consulting Partners

What Is It?

This consultancy covers the complete diagnosis, design, and implementation process your organization needs to systematically increase employee engagement.

In many organizations, engagement surveys are conducted — but results never translate into action. Employees say 'they asked again this year, nothing will change again'; managers delegate responsibility to HR because they don't know exactly what to do; senior leadership can't connect the engagement decline to business outcomes.

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This consultancy repairs that broken cycle:

It first uncovers the root causes of the engagement ecosystem, then designs and implements a systematic engagement-building architecture centered on the manager. The goal is not a one-time program — it is a self-sustaining, measurable engagement system.

`SWOT` — Typical Organization Profile

This is the typical SWOT profile of the organizations that come to us. It frames where we start and the future we build.

STRENGTHS

Annual or pulse engagement surveys in place

Leadership views engagement as a strategic priority

Core benefits and compensation package is competitive

Corporate culture values defined (though may not be actively lived)

WEAKNESSES

Survey results don't translate into action — 'survey fatigue' has set in

Managers are ill-equipped to build engagement

Engagement programs are one-size-fits-all; individual differences ignored

The link between engagement decline and business outcomes isn't being made

No real owner of employee engagement — responsibility delegated to HR, accountability mechanism not functioning

CEO acts as a sponsor of the engagement process, not as its owner

OPPORTUNITIES

MAGIC framework: Systematic approach based on 5 proven engagement factors

Manager development investment improves both engagement and customer experience

Organizations that can build engaged remote teams gain an edge in the talent war

Sustainability reporting: Human capital indicators are attracting investor and customer attention

THREATS

In an engagement crisis, competitors are targeting your talent

Manager engagement is also declining: in Gallup 2025, only 27% of managers are engaged

Quiet quitting: invisible attrition costs are rising

Digital transformation uncertainty: fast-paced change processes are increasing employee insecurity

Who It’s For / Who It’s Not For

Who It’s For

CHROs and HR leaders who run engagement surveys but see that results aren't turning into action

Organizations that recognize their managers don't know what to do to build engagement

Leaders seeing high attrition rates and hiring costs spiraling out of control

Those wanting to connect engagement to productivity, customer satisfaction, and financial performance

Those aiming to build a permanent system rather than one-off motivation events

Who It’s Not For

Organizations that just completed an engagement survey and already have an action plan

Structures where the leadership team is not truly ready to participate in engagement programs

Organizations trying to solve the problem only through salary increases or benefits

Leaders reluctant to share data or closed to findings coming out negative

Organizations with fewer than 50 people

What Do You Gain?

Engagement Baseline Analysis & Priority Map

Comprehensive diagnostic report showing current engagement data analysis, manager-team correlation, role-competency-motivation relationship, and priority intervention areas.

The Engagement-Creating Leader: Manager Competency Development Program

Addresses manager behaviors that influence 70% of engagement; equips leaders with new competencies that create engagement. A practical, trackable, field-level capability building program.

Engagement Action Planning System

A concrete and trackable engagement action plan framework derived from survey results for each manager and team.

Continuous Listening Mechanism (Pulse + In-Depth)

Listening infrastructure that regularly measures the employee voice independently of the annual survey, providing real-time insights.

Engagement–Business Results Dashboard

Management dashboard linking engagement metrics to attrition rate, productivity, customer satisfaction, and financial indicators.

The Numbers

Research points to the same conclusion: the disengaged employee is the organization's most invisible and most expensive problem.

65%

Only 65% of managers say they genuinely understand the concept of employee engagement. The vast majority don't know how to create an engaging environment.

-DecisionWise MAGIC Research

56%

Employees who rate their manager negatively leave the organization 56% more often than those who rate their manager positively.

-DecisionWise Research

87%

In teams where managers are fully engaged, employees show 87% more full engagement compared to teams of disengaged managers.

-DecisionWise Research

Value `Timeline`

Wk 1–4

01.

ANALYZE

Root causes identified

Wk 4–8

02.

DESIGN

Motivation-based engagement system designed

Wk 8–14

03.

DEPLOY

Pilot unit activated

Wk 14–20

04.

SUSTAIN

System scaled, ownership transferred to CEO

Working Model

ANALYZE

Identify Root Causes

An engagement ecosystem analysis is conducted using the MAGIC framework. Existing survey data, attrition rates, and performance metrics are cross-analyzed. Individual motivation profiles are derived with RMP. Root causes and priority intervention points are identified.

DESIGN

Design the Motivation-Based System

The Manager Competency Development Program is activated. CEO ownership architecture and accountability system are established. Pulse survey and action cycle are structured.

DEPLOY

Activate the Pilot Unit

Start with the pilot unit. Managers apply engagement-creating behaviors in the field. Measurable change is reported in the first 90 days and the system is optimized.

SUSTAIN

Scale the System & Transfer to CEO

The system is scaled across the entire organization. The CEO reviews engagement data periodically and holds teams accountable. Engagement management moves out of the annual ritual and becomes a continuous action cycle.

ANALYZE

Identify Root Causes

DESIGN

Design the Motivation-Based System

The Manager Competency Development Program is activated. CEO ownership architecture and accountability system are established. Pulse survey and action cycle are structured.

DEPLOY

Activate the Pilot Unit

Start with the pilot unit. Managers apply engagement-creating behaviors in the field. Measurable change is reported in the first 90 days and the system is optimized.

SUSTAIN

Scale the System & Transfer to CEO

How We `Work`

Data-Driven Approach

Every decision is supported by engagement data. Not intuition, but data: existing survey results, attrition rates, and manager-team correlations are analyzed together; interventions are designed accordingly.

Manager-Centered Work

The heart of building engagement is the manager. Work is designed with managers, for managers. At every stage managers are both developed and made partners in the process.

Knowledge Transfer

The consultancy ends; the system keeps working. At the end of each phase, the team is equipped to independently manage the engagement system. The goal is not dependency — it is organizational autonomy.

Common `Objections`

"We've been doing surveys for years; our engagement rate is good right now."

Answer

So who owns this rate? When it drops, who is accountable and what gets done? A high survey score can sometimes reflect not engagement, but that problems haven't become visible yet. Quiet quitting emerged during a period when scores were high — someone who said they were happy last month quit — because an employee whose engagement has broken keeps filling out the survey and may not give real feedback.

"In Turkey, what keeps employees engaged is money."

Answer

Gallup meta-analysis: 70% of engagement comes from the manager; the impact of pay is limited. The right solution is being looked for in the wrong place.

"Our managers' engagement is high — the least of them has been with us 15+ years."

Answer

Staying for many years is explained not by engagement but sometimes by not letting go of the seat. This picture creates an invisible career ceiling for those working below. Gen Z compares themselves to their manager — sees someone who has been in the same chair for 15 years — and says 'there's no future for me here.' This is the most fertile ground for quiet quitting.

"Our employees are satisfied with the company; we offer them serious opportunities."

Answer

Engagement and satisfaction are not the same thing. A satisfied employee may not be engaged. A company's good resources may not make these people engaged.

Our Approach

You Can't Improve What You Don't Measure

We treat the engagement survey not as data but as the starting point for action. Every intervention is based on diagnostic findings; we move forward with evidence, not intuition.

The Manager Is the Multiplier

70% of engagement comes from the manager. Our interventions are always focused on manager behavior and development. Sustainable engagement improvement is not possible without investing in the manager.

Holistic View

We treat engagement not as isolated actions but as a system. We solve problems at root causes, not symptoms.

Sustainability

The project ends; the system keeps working. The organization grows stronger together with the engagement system; if everything stops when the consultant leaves, we consider it a failure.

Our Work Is Systems

We design not one-off motivation events or 'a few days a year' initiatives, but a repeatable and measurable engagement improvement cycle. We aim for autonomy, not dependency.

Prerequisites For Success

This consultancy works only when these conditions are met. We evaluate each one together before starting.

CEO Ownership

The true owner of the engagement process is the CEO. If the CEO is not an active owner, no matter how hard HR works, engagement rates won't change dramatically.

Leadership Sponsorship

CEO and all leaders must be active supporters and visible participants. Engagement programs remain on paper without leadership commitment; employees sense the change isn't real.

Transparency

Existing engagement survey data must be shareable. Institutional openness is needed to accept that findings can come out negative, in order to see real problems.

Manager Readiness for Development

Managers must be open to change and ready to grow. Manager resistance blocks engagement initiatives — managers who form the heart of the system must be partners in the process.

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Training Commitment

HR must be committed to incorporating employee engagement training into academy programs and measuring development. Otherwise employees always see HR and the company as the primary responsible for engagement.

Action Commitment

There must be determination to take action after diagnosis. Organizations that survey and don't act further erode existing trust. This consultancy produces transformation, not findings.

Related `Solutions`

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ASS

Employee Engagement Survey

Survey system measuring employee engagement with the MAGIC framework. Manager-team correlation and prioritized intervention map.

ASS

RMP for Leadership Engagement

Individual motivation profile for leaders — reveals engagement-creating leader behaviors.

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ASS

RMP for Team Engagement

Team-level motivation analysis — manager-team alignment and engagement correlation.

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ASS

Pulse Survey System

Continuous listening infrastructure — eliminates dependence on the annual survey, provides real-time insights.

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PTP

Engagement Training - MAGIC for Leaders

Certified program that equips leaders with engagement-creating manager behaviors.

PTP

RMP Mastery for Talent Managers

RMP expertise program for HR professionals — managing the motivation analysis and engagement relationship.

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PTP

Crucial Conversations for Accountability

Builds the skill to conduct critical conversations that require accountability.

PTP

Crucial Influence for Behavioral Change

Builds competency in influence and persuasion to create behavioral change. Supports manager engagement leadership.

PTP

Crucial Conversations for Mastering Dialogue

Skill to conduct critical conversations openly and confidently. Improves the quality of manager-employee engagement dialogues.

`Overview`

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General Overview

Target Persona

CHRO

Project Duration

12–20 Weeks

Min. Consulting Days

25 Days

Language

TR / EN

What's Included?

In-Person

Recommended
Live Remote
Hybrid
Pre-Analysis

Existing Data
Survey

Opsiyonel
Project Management
Manager Interview

Included
Reporting

Included
Workshop

Opsiyonel
E-Learning

Opsiyonel
Micro Learning

Opsiyonel
Implementation Support

Opsiyonel
Partner

SP
Flywheel

DELIVER

Recommended Training

Engagement Training — MAGIC

View Details

Resources

Company

Offices

Canada - Toronto
+46 8 446 828 03
Mon-Friday 8AM-5PM CET

America - San Francisco
+46 8 446 828 03
Mon-Friday 8AM-5PM CET

Europe - UK
+46 8 446 828 03
Mon-Friday 8AM-5PM CET

Middle East - Dubai
+46 8 446 828 03
Mon-Friday 8AM-5PM CET

Increasing Employee Engagement

Overview

What Is It?

This consultancy repairs that broken cycle:

SWOT — Typical Organization Profile

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Who It’s For / Who It’s Not For

What Do You Gain?

Engagement Baseline Analysis & Priority Map

The Engagement-Creating Leader: Manager Competency Development Program

Engagement Action Planning System

Continuous Listening Mechanism (Pulse + In-Depth)

Engagement–Business Results Dashboard

The Numbers

65%

56%

87%

Value Timeline

ANALYZE

DESIGN

DEPLOY

SUSTAIN

Working Model

Identify Root Causes

Design the Motivation-Based System

Activate the Pilot Unit

Scale the System & Transfer to CEO

Identify Root Causes

Design the Motivation-Based System

Activate the Pilot Unit

Scale the System & Transfer to CEO

How We Work

Data-Driven Approach

Manager-Centered Work

Knowledge Transfer

Common Objections

"We've been doing surveys for years; our engagement rate is good right now."

"In Turkey, what keeps employees engaged is money."

"Our managers' engagement is high — the least of them has been with us 15+ years."

"Our employees are satisfied with the company; we offer them serious opportunities."

Our Approach

You Can't Improve What You Don't Measure

The Manager Is the Multiplier

Holistic View

Sustainability

Our Work Is Systems

Prerequisites For Success

CEO Ownership

Leadership Sponsorship

Transparency

Manager Readiness for Development

Training Commitment

Action Commitment

Related Solutions

Employee Engagement Survey

RMP for Leadership Engagement

RMP for Team Engagement

Pulse Survey System

Engagement Training - MAGIC for Leaders

RMP Mastery for Talent Managers

Crucial Conversations for Accountability

Crucial Influence for Behavioral Change

Crucial Conversations for Mastering Dialogue

Overview

General Overview

What's Included?

Engagement Training — MAGIC

Product

Resources

Company

Offices

Increasing Employee `Engagement`

`SWOT` — Typical Organization Profile

Value `Timeline`

How We `Work`

Common `Objections`

Related `Solutions`

`Overview`