I recently worked with a client who was measuring employee engagement and individual performance separately. They were using a well-established and reputable annual survey to measure engagement and a robust annual review process to identify high performers. They wanted to explore the link between those employees who were engaged and those who performed well. So they introduced a demographic question into the engagement survey, asking respondents to record their performance rating at their last annual review.
So what would you expect the result to be?
Logically you would think that those who performed best would also be highly engaged.
A large proportion of high performers actually come out overall as disengaged or at least not very engaged.
In fact, when you looked at the results in more detail, the two measures that the high performers scored lowest on were “I feel empowered” and “I have the right tools and support to do my job”. Despite that, these guys were still performing brilliantly according to their annual review.