Numerous services in the market are branded as engagement surveys. When selecting such a service, it is crucial to consider its academic credibility and whether it distinctly measures engagement. Standards of reliability and validity are paramount in psychological surveys.

Academically recognized surveys like the Utrecht Work-Engagement Scale (UWES; Shimazu et al., 2008), which focuses on work engagement, and Gallup's Q12, targeting employee engagement, stand out in this field. In academic domains, Q12 is also referred to as the Gallup Workplace Audit (GWA; Harter et al., 2002). These surveys, however, exclusively measure engagement.

Contrastingly, many corporate engagement surveys either adopt their unique definitions of engagement or lack academic substantiation. Furthermore, while these surveys often extensively cover various management and organizational factors, they might incorporate elements not directly related to engagement.

The Organizational Engagement Survey Form uses original questions to explore similar factors found in the UWES. It comprises solely factors that correlate with these, having been validated for reliability and validity (Yamamoto et al., 2021). As a succinct survey format, it provides the flexibility for users to integrate their specific survey items.

A "Vibrant" organization is one where many employees like their company (high attachment to the organization/organization engagement) and find their work fulfilling (high job satisfaction/work engagement).

The "Grudging" type refers to situations where employees like the company but do not find their work fulfilling. Employees in these organizations might be present during working hours and do the work they are paid for, but may not go beyond this (e.g., improving efficiency) or might just have good interpersonal relations.

The "Enthusiastic" type is when employees are indifferent about the company but find their work enjoyable. Employees in these organizations are enthusiastic about their work but have a low sense of belonging. In extreme cases, this could be an organization with intense competition among employees, including deceit for the sake of competition.

The "Reluctant" type is when employees are indifferent about both the company and their work. Their reasons for staying might be more about necessity, such as good pay, having loans, or feeling unable to change jobs.

However, since job fulfillment and attachment to the organization generally have a strong correlation, most organizations are classified as either Vibrant or Reluctant.

In 2018, with the cooperation of one of our partner companies’ business unit, we conducted a year-round experiment. The experiment was consist of surveys that measure organizational engagement, and managerial training workshops facilitated by experts.

At the workshops, participants were asked to review their most recent work engagement survey results and to think about courses of action to improve the areas identified as their issues. After taking a trial-and-error approach, the participants came up with plans of action that produced statistically significant results in two areas by the fourth engagement survey.

One of the participants mentioned that the survey results showed him how a conscious effort to stop micro-managing subordinates led him to increase performance levels. Some participants expressed their concern that once the experiment was over, they no longer have their way to access valuable insight into the current state of their organization.

As revealed by this experiment, measuring change over a relatively short period of time brings clarity to the causal relationship between the change implemented during the period and the resulting score, and eliminates the blind acceptance of ineffective behavior.

The division that cooperated in the experiment informed us that they have maintained positive sales and profit growth for three consecutive years following the experiment.