The other key difference between engagement and satisfaction is the level of value it provides.
Satisfaction is nice to have, but it doesn't necessarily help you achieve your business objectives (your employee are satisfied with your HR and management practices, and the way their line manager is supporting them - but so what?) - unless your business is built around having happy employees (eg Zappos).
Engagement should be very much about improving your business - so it moves up from 'value for money' to 'added value' in the value triangle):
The critical thing here is to define engagement (ie your bucket) as something you believe is going to inform business performance (ie as an outcome in the HCM value chain, you want to define it as something that has a fairly direct and considerable influence on objectives / measures in the business impact column in the value chain).
And ideally you want this belief to be supported by both cross-organisation and your own in-organisation research - see my next post.
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