Abstract
PurposePresents a strategy to improve employee engagement in an organization.Design/methodology/approachDescribes how the strategy was implemented at Kia Motors (UK).FindingsReveals that the strategy helped to reduce employee turnover from 31 percent in 2006 to below 2 percent in 2009. Also highlights improvements in line‐manager performance, internal communications, performance appraisal, management development and employee training.Practical implicationsReveals that the engagement strategy is now being introduced across Kia's European operations and shared with the global HR team in Seoul, Korea.Social implicationsHighlights substantial evidence linking employee engagement and business results.Originality/valueDescribes a number of practical tools that HR specialists can use to build employee engagement in their organizations.
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