Jacob Morgan, in the March 2017 edition of the Harvard Business Review states: “Organizations are spending billions of dollars in employee engagement programs, yet their scores remain abysmally low… because most initiatives amount to an adrenalin shock. When organizations make real gains it’s because they’re thinking longer term.”

He then goes on to explain this by comparing organisations which focus on short-term fixes for engagement, versus a longer–term view of the employee experience – the organisations’ Cultures, and examining the differences in performance levels, particularly in terms of financial performance.

The purpose of what follows in this paper is to examine both Culture and Climate (engagement) and present a systematic way of measuring and changing employee experience within organisations in Australia and New Zealand. 

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