We (The Human Resource Practice) conducted an employee engagement survey to determine the current levels of employee engagement in South African organisations. The survey was conducted during April 2009 and 767 responses were received.

• The major findings were that 76% of respondents were engaged; 13% undecided and 11% disengaged.
• A key finding relating to biographical factors was that 31% of the respondents younger than 30 were disengaged and undecided.
• The study found seven dimensions which influence overall levels of employee engagement (in a 5 point rating scale) - meaningfulness (4.29), resourcefulness (4.17), self-consciousness (3.86) teamwork and co-workers (3.86), organisation connectivity (3.79), job identity (3.68) and supervisor relations (3.44).

Employee engagement can further be grouped into three levels of the organisation, namely, the individual level - consisting of job resources (supervisor relations and team work and co-workers) and personal resources (meaningfulness, resourcefulness and self awareness); the job level - consisting of job identity and organisational level consisting of organisation outcomes such as intent to stay and organisational commitment.

This survey of revealed that personal resources are currently valued more highly by South Africa employees than the job-and-organisational dimensions of employee engagement. Importantly, respondents are not engaged through their supervisors, which were given a low rating. Respondents who frequently think of quitting are mainly: Black South Africans under 30; people with degrees; at lower job levels; with up to 10 years experience and ready for new job challenges at the next level. This profile poses a risk from an employment equity legislation perspective and business continuity and the availability of skills to fill potential vacancies.

With an upturn in the economy, many employees with a strong sense of resourcefulness will feel more confident about finding other work, and will look for employment which is more meaningful to them. The talent retention strategy of organisations should therefore place more emphasis on personal level dimensions for attraction of talent and on the organisational and job dimensions for the retention of key and leadership talent. This survey provides a framework for managers and organisations to engage and retain key and leadership talent.