Numerous studies have quantified the impact of employee engagement. The report Creating a New Deal for Middle Managers: Empowering a Neglected but Critical Group by the Boston Consulting Group (BCG) and the World Federation of People Management Associations (WFPMA) examines a global engagement problem, especially among middle managers, who oversee the majority of employees at most companies:

In a typical organization of 50,000 employees, there are 50 to 200 senior executives and approximately 7,000 middle managers overseeing some 43,000 employees.

If senior leaders set aspirations and strategy, middle managers translate the strategy into concrete business plans, communicate with employees, and manage the business—and most of the people within the business—while team members execute and interact with customers.

Survey respondents focused on six areas of weakness at their companies. Each relates to specific talent management processes and technology support:

1. Structured career management that rewards appropriate behaviors.
2. Clear consequences for individuals not living the company values.
3. Compensation linked to performance.
4. Managers acting as “resources,” or coaches.
5. Training and development of employees in people-management practices.
6. Recognition beyond compensation.

Talent management practices that address the work of middle managers span from strategy to tactics. Better support and strength in the middle bolsters the entire organization.

According to the study: Middle managers…are key to bringing engagement back.