Engagement and productivity
Productivity by engagement score
Correlation by department
In this sample, engagement barely tracks productivity anywhere: every department is between −0.19 and +0.07. The original page called Marketing’s 0.07 a sign of “noticeable productivity gains”; the data doesn’t support that, so the claim is gone. Engineering’s slight negative relationship is the one worth a closer look.
Monthly turnover
Turnover rate by month
Turnover in this synthetic sample is unrealistically high (around 50% a month), so read it for shape, not level.
Takeaway
A survey score on its own is a weak lever. Pair engagement with the things it should change (manager quality, workload, growth) and test interventions, rather than assuming a higher score means higher output.
About the data. Every point is from the synthetic sample embedded in the original interactive page. Correlations are recomputed from those points; the original page only quoted Marketing’s figure (0.07), which matches.
Rebuilt from:
- interactive_cases_refined/engagement_impact_case.html (employee-level sample, monthly turnover)
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