Engaged employees stay longer, work harder, deliver better customer service and become brand advocates. Companies with engaged employees consistently outperform their competitors. They also have lower rates of absenteeism and fewer accidents. The business case for engagement is now well proven. But what is engagement exactly?

A number of formal definitions have emerged. Best Companies describes engagement as “An employees’ drive to use all their ingenuity and resources for the benefit of the company”.

‘The MacLeod review: Engaging for success’ suggests there must be something in it for the company and the employee: “A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of wellbeing.” Or put more simply, ‘Employee engagement is when the business values the employee and the employee values the business.’

But typically, when it comes to driving engagement in the business context, it means different things to different disciplines. Brand managers talk about ‘living the brand’ and are concerned with how employees will engage with the delivery of an on-brand customer experience. Internal communicators talk about ‘two-way communications’ and are concerned with employees actively engaging in a dialogue. HRs talk about ‘discretionary effort’ and use the employee opinion survey and engagement indexes to drive performance.

The ownership of employee engagement agenda typically falls between these three functions and often it creates a tension in the organisation. Perhaps a more constructive approach is to see engagement as a strategic objective – an end rather than a means – to which all three disciplines can contribute in a joined up way. This requires a common vocabulary and a clear understanding of the different drivers of engagement and the value that each discipline can bring.

Here are four key drivers of engagement where each discipline has a clear role to play.

One, creating a sense of belonging – providing a clear sense of identity and feeling of being part of something. This one is clearly for the brand team.

Two, creating a chance to be heard - ensuring employees have a chance to air their views and contribute their ideas. Here, internal communication has the right expertise.

Three, creating the opportunity to make a difference – giving employee the support and headroom to do a great job. This requires a coordinated effort from a number of HR functions, from training to performance management.

Four, building belief in the mission – ensuring your organisation has a clear vision and purpose that is motivating to your people. This requires a coordinated effort, but has to come from the leadership team.

In an era of broken trust, lower pay, diminished bonuses, job insecurity and customer cynicism, it is clear the pursuit of engagement will rise to the top of the management agenda. A coordinated effort can deliver a huge return on investment.

Cami Joerin and Sholto Linday-Smith are from communications agency Uffindell – www. uffindellgroup.com