1. Bestinclasscareerpractices
Insights to action
Tangible actions to achieve best in class
talent management results

3. Contents
Tangible actions to achieve best in class talent management results 4
A best in class career engagement model 8
Improve communication 12
Create compatibility 14
Build capability 16
Celebrate contribution 18
Notes 25
The 4 C’s of career engagement strategy 10
Career engagement strategy — practical execution guidelines 19
Organizational execution 20
Leader enablement 21
Invest in talent mobility 6
Best in class practices — insights to action 4
Building your personalized career engagement plan 23
Individual empowerment 22

4. Tangible actions to achieve best in class talent management results
Best in class practices –
Insights to action
Turning data-driven insights into concrete and
readily actionable development plans distinguished
top performing organizations from their
competitors was the primary finding in our recently
published best in class benchmarking research.
Organizations who were able to effectively ‘action’
career engagement were able to tap into a powerful
positive gain spiral that resulted in improved
HR practices and HR performance, resulting in
increased revenue growth both per employee and
overall. In particular, our results showed that best
in class organizations distinguished themselves on
six key areas of practice, which are listed opposite.
This allowed them to build sufficient internal talent
bench strength to meet their strategic business
needs, and to retain talent through a higher rate of
internal recruitment and lateral career moves that
allowed employees to build Career Capital.
The present paper takes these insights further,
showing how these best practices can be achieved
by leveraging the power of the pillars of Career
Engagement; Communication, Compatibility,
Capability and Contribution across the individual,
manager and management levels. It hones in on
the specific career engagement practices associated
with each pillar, providing you with a blueprint from
which to develop your unique and personalized
action plan.
Foranoverviewofhowthese
higherlevelpracticesfunction
withinyourorganizationto
improvefinancialperformance,
takealookattheFuel50
CareerEngagementPractices
benchmarkingpaper1
.
#1 Invest in talent mobility
#2 Build an agile career development mind set
#3 Enable careers at all levels
#4 Empower managers to become career champions
#5 Increase visibility of talents and career paths
#6 Build leader coaching capability
Best in class career engagement practices
Best in class career practices
Insights to action
4

5. 5© Career Engagement Group
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6. The Fuel50 benchmarking research showed a massive 66% correlation between having
sufficient internal talent to meet key business objectives and overall performance of
the HR function. This was driven by the positive and far-reaching benefits of growing
your people from within by engaging them with an attractive career development
plan. When employees can see that their colleagues are being promoted and have
an attractive development plan in place, their vision of a long-term future with your
organization becomes credible and they are less likely to search elsewhere. You need to
get all your people on the ‘up escalator’ in order to really drive career engagement, and
a high rate of internal recruitment relative to external hiring is the founding stone upon
which all other subsequent career engagement actions rest.
Invest in talent mobility
Recruit internally where possible
Favor the internal candidate (the initial risk this may entail is offset against broader
strategic benefits due to internal organizational dynamics)
Ensure your managers are promoting internal opportunities to your people and are
evaluated on their ability to prepare their team to ‘step up’
Focus on increasing the 4 ‘C’s of Career Engagement outlined in this report
Career
engagement
practices score
Sufficient internal
talent to meet
strategic needs
Internal
recruitment
rate
Attrition
Reduced
recruitment
costs
Ability to
fill key roles
Revenue
growth per
employee
Absenteeism
r=.36** r=.22**
r=.31**
r=.22*
r=.33**
r=.25*
r=.30**
*correlation is signifcant at a confidence level of .05
**correlation is significant at a confidence level of .01
The internal recruiting gain spiral —
correlations between career engagement practices,
internal recruiting and business outcomes
1
2
3
4
Best in class career practices
Insights to action
6

7. Classic recruitment theory has traditionally favored
employing the ‘best person for the job’, even if this
means hiring from outside. However, our research
highlights the short-sightedness of the traditional
approach. Just because the internal candidate has
not already demonstrated all of the competencies
required for a role does not mean they cannot
achieve this! In fact, motivational research firmly
attests that when people are given the chance to
‘step up’ they are more motivated and actually
become more engaged as they have the chance to
experience ‘enactive mastery’2
. Enactive mastery
is the powerful positive emotion that employees
experience when they achieve something new that
was previously beyond their expertise. Repeated
experiences of enactive mastery create engagement
by allowing employees to build ‘career capital’, which
refers to the net marketable skills base that an
employee offers current and potential employers.
In addition, they increase psychological resources
such as efficacy beliefs, which have been shown to
improve performance3
. Research shows that these
motivating career experiences are more powerful
determinants of job satisfaction and attrition than
traditional incentive packages and remuneration!4
Best in class organizations have created an agile internal talent pool to
fuel their internal recruitment spiral by leveraging the pillars of Career
Engagement; Communication, Compatibility and Capability across the
individual team member, manager and senior management levels.
Significantbusinessgainscanbemade
withanagileinternaltalentpoolfuelled
bycareerenablementpractices–
bestinclassorganizationswere
3xmorelikelytoreportincreased
revenueperemployee,aswellas
40%lowervoluntaryattritionand
30%lowerproblemabsenteeism
thanotherorganizationswhohadnotdevelopedtheir
career-enablementpracticestothesameextent5
.
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8. • Confidence to hold meaningful
career discussions
• Managers know their team, and
show it
• Ability to coach to achieve
maximum performance
• Increased talent visibility
• Reduced attrition and ability to
retain players
• Forge a strong, unified, and
collaborative team
Employee empowerment
Leader enablement
Organizational execution
• Take ownership of their careers
• Develop an agile career strategy
• Increased awareness of talents and
areas for development
• Improved performance with lower
fatigue
• Increased job satisfaction and
enjoyment at work
• Greater well-being
• Increased likelihood of realizing full
potential
• Clear oversight of career drivers
• Clear oversight of talent across
divisions
• More effective succession planning
• Depth and breadth of internal talent
to draw on
• Control over internal labour market
dynamics
• Overview of organizational values
and climate
• Specific data analysis of workforce
Career
engagement
ROI outcomes
• Decreased
absenteeism
• Reduced attrition
• Reduced hiring
costs
• Increased customer
satisfaction
• Increased customer
loyalty
• Increased
productivity per
employee
• Increased revenue
per employee
• Increased
innovation
• Increased internal
mobility
• Increased ability
to fill key roles
internally
• Improved ROI on
talent investments
• Increased
promotion rate
A best in class career engagement model
Communication
Improved quality of
manager-employee
conversation
Capability
Employees with the
skills & ability to add
value in their current
roles
Compatibility
Alignment of individual
and organizational
goals, values and
aspirations
Contribution
Increased contribution
to the overarching
mission is powerfully
motivating and delivers
increased discretionary
effort
Best in class career practices
Insights to action
8

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10. The 3 E’s of career engagement strategy
Thefifteenactionpointsthatfollowacrossthe
3E’sofEngagement—
IndividualEmpowerment,
ManagerEnablementand
OrganizationExecution
wereallsignificantpredictorsofthebusiness
outcomessuchasincreasedengagement,lower
attritionandincreasedrevenueperemployeeinour
research.Thefollowingfifteenpracticeswerethose
mostlikelytoimpactyourbusinessoutcomes.
Our recent benchmarking research supported a three-tier model of career
engagement, based on Employee Career Empowerment, Manager Enablement
and Organizational Execution shown opposite. Employees are empowered
to take control of their own careers, while managers are enabled to craft
individualized work proposals by gaining insight into the hidden talents,
preferences and motivational drivers of their team members6
. At an organizational
level, increased visibility of talent across functions facilitates strategic talent
management, while targeted developmental initiatives increase engagement,
reduce attrition to ensure an agile and readily deployable internal talent pool7
. This
is achieved via a series of concrete practices that work in synchronicity to increase
alignment between individual career ambitions and overarching business strategy.
Best in class career practices
Insights to action
10

11. Individual empowerment
Line of Sight – Provide employees a line of sight to research desired career paths within your organization.
Support quality career reflection – Provide tools and resources that enable your people to reflect on their
talents and career priorities.
Promote conversation – Ensure everyone is given adequate opportunity to discuss their aspirations with their
manager, as a bare minimum on an annual basis. Best in class are doing this more frequently.
Enable gap analysis and individual ownership of the action plan – Enable employees to identify their own
competency and skill gaps and support them to link to their career action planning.
Create realistic expectations – Provide frequent honest feedback and set realistic expectations regarding the
requisites for career progression.
Leader enablement
Provide Leaders with Tools – Ensure leaders have the necessary resources, time and support so they can
develop their team.
Provide coaching skills training – Invest in improving the interpersonal skills and coaching abilities of leaders.
Flip the focus from performance to growth – Integrate or substitute formal performance appraisals with
structured ‘career conversations’ held with all team members four times each year.
Support leaders to become effective talent agents – Communicate strategic talent needs clearly to line
managers and assist them in mapping this against the current talent within in their team.
Focus on closing skill gaps – Use this analysis to identify talent ‘gaps’ and formulate strategies to address these
in collaboration with team members themselves and in-house HRM specialists.
1
2
3
4
5
6
7
8
9
10
Organizational execution
Create a career engagement road map that delivers a powerful talent pipe.
Prioritise internal recruiting at all levels of the organizational hierarchy.
Promote lateral mobility. Create the infrastructure to support regular lateral moves.
Think whole of business for career engagement, don’t just limit to ‘high performers’. Provide career
coaching and development opportunities for all employees not just to performers.
Facilitate flexible work practices where possible. Empower managers to negotiate flexible working
arrangements and ensure these are fully integrated within the organizational culture. Our research shows
micro-changes in working hours or conditions can have macro impact on engagement.
Support with a career enablement communications strategy.
Use enablers to create a career path proposition for all, and enable employees to take ownership.
Our research has identified the need for technology enablers that save time and improve conversation quality
as an important means to support leaders in effective career management delivery.
11
12
13
14
15
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12. Our research showed that the key to career engagement is improved communication, both from senior
management down and from the employee base upwards. Effective communication is the basis for improving
compatibility, capability and contribution, and is the cornerstone upon which Career Engagement rests. Two-
way communication is important because it gives employees ‘voice’ : making them active co-authors of their
career story. On a deeper level, regular and better quality conversations between managers and all team
members are the most simple and powerful way to communicate manager and organizational support, a critical
determinant of engagement and buffer against work-related stress.
Improve communication
Effective manager communication is significant because it gives
employees voice – making them active co-authors of their career story.
Mymanagercaresaboutmy
careerexperience/wellbeing
wasthetopdriverofcareerengagement,according
toourbenchmarkingresearch.
Best in class organizations were effective in identifying their internal talent needs and communicating these to
managers. Managers, in turn, had mapped this against their current talent resources and crafted strategies to
address ‘talent gaps’. They did this in collaboration with their team, who participated in the career decisions that
impact upon them. Team members had the resources and information to reflect on their career preferences,
and had the opportunity to communicate these to their manager. Our view is that having a common set of
tools for career dialog impacts the quality of conversation. The key finding of our research was that the
responsibility for effective career engagement centers firmly on the manager, who acted as a critical
touch-point between the employee and the broader organization, integrating employee preferences
with organizational needs.
“ ”
Best in class career practices
Insights to action
12

13. How?
Increase talent visibility via both
top-down and bottom-up channels
Create ‘line of sight’ for employees to openings and career
opportunities. This can be achieved in a variety of ways, including
career workshops, guest speakers, and the use of intranet and
specialized career path technologies.
Implement regular ‘career conversations’ as an opportunity to
involve staff in career decisions that affect them. Gather information
about your people, and take account of their preferences.
Track career conversations to ensure they are actually happening
and include team member development as a substantial ManagerKPI.
Ensure managers receive career coaching themselves, beginning
from senior management down. Consider nominating an in-house
coaching expert; best in class and thought-leading organizations are
starting to develop Career Agents or Career Managers as part of the
HR and OD delivery team.
Evaluate career communication channels.
Is the manager available in person to their team on a regular basis?
Do team members know the appropriate channels to approach
their manager about concerns? Is the flow of career information
transparent and readily accessible to all?
1
2
3
4
5
Formally embed quarterly manager-lead ‘career conversations’
into your organizational culture and procedures. Link career
conversations to existing procedures, such as performance appraisals.
6
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14. Create compatibility
Best in class organizations reported that team members could see how
exceptional performance in their current role contributed to overall business
success, as well as to achieving their own long-term career goals. They used
the talents that they enjoy using on a regular basis and brought their personal
values to work each morning. Managers were aware of the career/life priorities
of their team, and respected these. They were also empowered to negotiate
personalized work arrangements tailored to individual preferences. These steps
provided the best-in-class organization with internal talent well-aligned with
strategic requirements, increasing their ability to recruit internally. Furthermore,
top performing organizations had identified their overall mission, purpose, and
values, and lived their values in a way which resonated with their people.
Customizing career propositions can be easy.
First, find out what the engagers and motivators
are for each person. Identify the career “sweet-spot”
for your employees, by asking simple questions,
such as what excites you most about your work? Or
what are you doing when you are most “into” your
work and lose track of time? Insights into questions
like this will enable your leaders and managers to
get quick insight into the “sweet-spots” for each
employee.
The next step is to look for simple ways to create
an opportunity for an employee to get more of that
activity, task or involvement in their ongoing work.
Thirdly, find opportunities for action to be taken
and commit to it. Both parties - employees and their
managers need to commit for this to work.
And finally, check in constantly, make sure you
communicate regularly about these employee
hot-points so that your employees are aware that
you are delivering on promise and they are getting
a unique opportunity to add to their skill base and
future marketability (from Fulton & Mills ‘The Career
Engagement Game’, 2014)9
.
How to ‘work shape’
Read The Career Engagement Game (Fulton & Mills, 2014) to
learn more about how to implement work-shaping in your organization.
Best in class career practices
Insights to action
14

15. Coach managers to become effective at gathering quality information about the preferences of their
team. This should relate to a number of broader lifestyle factors such as career stage, pace and desired
pathway (expert vs managerial).
Empower managers to negotiate flexible work arrangements based on individual preferences.
Manage compatibility of career expectations during recruitment, as well as by providing regular honest
feedback about the requisites for career progression.
Identify and communicate your mission and values clearly to employees right from the recruitment
stage so they can see how these align with their own.
Facilitate activities and workshops that allow team members to become aware of their personal values
and find ways to express these in their roles.
1
2
3
4
5
Assess potential employees for motivational fit and values alignment, and give this sufficient
weighting during selection decisions.
6
How?
Create compatibility through
manager-driven ‘work shaping’
Work-shaping rests at the heart of our career-
engagement model, based on empirical research
showing that employees gain significant increases in
job satisfaction as a result of micro ‘tweaks’ to their
role8
. In this manner, the job description becomes
a starting point from which the employee and
manager work together to create appealing roles
that tap into the ‘sweet spot’ of every individual team
member. The career-engagement sweet spot is the
intersection between the talents, values and passion,
and is reached when compatibility is maximized
across ascending layers of the Career Engagement
Pyramid. This is achieved via regular ‘touch base’
conversations between managers and their team,
and the on-going negotiation of working conditions
to ensure continued alignment.
Aspirational factors Strategic
Hygiene factors Tactical
Purpose and
work shaping
Talent shaping
Social shaping
Physical work shaping
15

16. Build capability
Manager-driven work-shaping at all levels of your organization ensures that every employee is
motivated and capable of exceeding performance requisites in their current role. The up-shot is
that performance is maximised due to increased efficiency, increased talent leverage, and greater
alignment between individual talents and role requisites. In addition, organizational capability to
anticipate market needs is heightened, due to a broadly skilled and readily deployable internal
talent pool. Although it is important to communicate efficiently in order to gain insights into
individual preferences and create compatibility, gathering information about your workforce or
team can actually backfire unless this is seen to correspond to concrete action.
Itwastheabilitytotake
careerinformation
onestepfurtherand
buildcapabilitythrough
stretchassignmentsand
concretedevelopment
opportunitiesthatreally
differentiated‘bestin
class’organizations.
Best in class career practices
Insights to action
16

17. How? Adopt an agile career development mindset
Build career management infrastructure that enables agile
talent management
‘Over is the new up!’
Lateral moves should become commonplace and occur regularly at
all levels of your organization.
Assist managers to map talent within their teams against strategic
business priorities.
Assist managers to formulate strategies to address ‘talent gaps’ in
consultation with the team members themselves and the Learning
and Development function.
1
2
3
4
5
Identify the barriers that prevent managers from holding regular
career conversations. Are they sufficiently confident? Do they need
specific training to improve their coaching skills?
6
Assist managers to identify barriers to the career success of their
reports and develop strategies to address these. These may include
lack of time, knowledge, or technological resources.
Review current internal talent resources against strategic business
aims, identify gaps, and communicate these to managers.
7
Ensureconsistent
qualityandfrequency
ofcareerconversations
byincreasingmanager
coachingcapability.
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18. Celebrate contribution
Effective communication maximising compatibility and capability allows every team member to
make their maximum contribution. Making a contribution is profoundly motivating in its own
right, however, it is important to take the time out to celebrate key success moments in order for
the career engagement spiral to be sustainable. Recent engagement scholarship has now shown
that it is shared positive events at work, such as celebrating a team or individual achievement
is the most important predictor of day–to-day engagement levels10
. It is important to recognise
excellence, as well as showing appreciation of the hard work of those working ‘behind the scenes’,
that inevitably results from effective career-management processes.
Best in class career practices
Insights to action
18

19. Career engagement strategy —
practical execution guidelines
Activation of the 4 C’s and 3 E’s across the employee lifecycle will be challenging, but an
incremental improvement on existing development practices is possible. The following examples
covering scope, messaging and tactics are not designed to be prescriptive. Instead pick a point
that makes sense for your organizations’ career engagement maturity and create a long term
approach with review and adaptations along the way. Building layers of initiative over time is
the approach often chosen by our client organizations as they educate, socialize and go on
the journey of building management and individual competency in career management. Your
organization needs will also shift, so agility in how you approach career engagement is needed to
make sure messaging stays relevant and meaningful.
A best in class initiative will be likely to include the messages and tactics laid out on the following
pages. Each area is critical to the overall impact in career engagement.
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20. Organizational execution
Supporting activation of 4 pillars —
Capability, Compatibility, Contribution and Communication
Scope
Messaging
Tactics
• Career engagement framework is scalable
and sustainable across geography, time and
employee level
• Career engagement is established as a critical
People / Human Resources portfolio
• Career engagement is seen a foundational
strategy for talent and employee engagement
• The overarching strategy is inclusive, strategic,
visible and impactful (outcomes focused)
• Career engagement is sponsored by the CEO/
Executive team and is owned by a senior HR
professional
• Career engagement is a long term business
strategy and not simply a time based initiative
• Career engagement impacts our business
profitability and individual satisfaction, and
is critical to our business and ours peoples
success
• Multiple career engagement advocates and
experts are developed across the business
(these are becoming known as “career
agents/ career champions or career coaches”
and often sit within the operational business
lines)
• Internal Sponsorship is evident – in particular
at executive level - from leaders and
managers enacting the strategy
• A 3 year layered approach is developed and
committed to with regular ROI review
• Critical stakeholders and advocates across
the organization are regularly upskilled and
engaged in new strategy development and
roll out
• Initiatives are not developed in isolation but
support broader business and HR. strategy:
• Initiative communications and activities
support a compelling employer
brand and are consistent with other
messages
• Initiatives support existing talent
and high potential programs,
providing additional insight into talent
aspirations and development needs
• Initiatives supports organizational
agility through building a more agile
workforce with diversity tactics,
work shaping and lattice pathway
management.
Best in class career practices
Insights to action
20

21. Leader enablement
Building communication
Scope
Messaging
Tactics
• All emerging and existing leaders within the
organization including influencers, mentors
and coaches who may not have direct reports
• Creating career engaged teams is a core
management competency which is essential
to success in our organization
• At a minimum, leaders will have one
meaningful career conversation with each
team member per annum – great leaders will
do more
• A successful leader is one who builds diverse
talent for our organization, advocating for this
talent beyond their current team, supporting
business needs for critical competency
growth and talent management
• Great leaders facilitate work shaping and
individualized career development growth
and pathways creating a diverse and engaged
workforce
• Each employee has a customized career
proposition built in conjunction with
their manager, over successive career
conversations. These career conversations
occur in line with organizational rhythms such
as development planning sessions, team
planning sessions, individual goal setting,
and in line with individual employee life cycle
events or challenges.
• Leaders have ongoing support,
training and development in how
to continue to grow competency in
career engaging behaviors.
• Senior and executive leaders model
this behavior with their own direct
reports.
• Managers are empowered to negotiate
flexible work and other work shaping
arrangements with their direct reports.
• Forums are developed where leaders can
advocate for talent across business silos, and
specific lattice opportunities for individuals
are discussed.
• Leaders who build diverse career engaged
teams and add to the organizational talent
bank are recognized and rewarded.
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22. Individual empowerment
Building capability, compatibility and contribution
Scope
Messaging
Tactics
• Organization wide reach – delivering a
customized career proposition to each and
every person, regardless of role, location and
hours.
• Targeted sub programs that support specific
groups (e.g. high potential) within the wider
employee footprint.
• Delivered across the entire employee lifecycle
from entry to exit.
• Career management as a partnership
between employer and employee, but driven
and owned by the employee.
• Initiative challenges positional and
hierarchical based career fixation and
instead encourages individuals to explore
competency or experience based career
planning and a lattice mindset.
• Focus on agility – build individual and
organizational agility through experiential
career growth and development of
competency depth.
• Individual Compatibility (values and purpose
alignment) to organizational goals is
important and reflection on how you can
bring your best self to work is encouraged.
• Each employee empowered with career
insight and discovery tools to articulate
current Compatibility and Capability and
supported to map a custom career path. This
is available to each employee as and when
they wish to activate it.
• Regular meaningful career conversations
between employer and employee are
mandated, so each individual is guaranteed
at least one career coaching conversation per
annum.
• Opportunities to engage in non-business as
usual activities such as cross silo projects,
mentoring, coaching and networking is
support by organizational process and
communications.
• Individuals can access information about
personal career engagement tactics though
a variety of easily accessible methods e.g.
webinars, e-learning, workshops, and are
encouraged to do so by their leader.
Best in class career practices
Insights to action
22

23. Building your
personalized career
engagement action plan
The recommendations in this best practice report
provide insight as to how top performing organizations
are currently using career engagement practices to
improve their talent management and overall HR
outcomes. However, by necessity, they will need to
be personalized in their application, and will vary in
relevance depending on your unique organizational
culture, structure, and priorities.
In order to truly understand your most critical
opportunities to improve career engagement, we invite
you to complete our original ‘best in class benchmarking
survey’ online. Upon completion, you will receive a
report showcasing your performance relative to ‘best
in class’ respondents, as well as a personalized list of
action priorities based on your responses. Often, a
recommendation uncovers additional questions, and the
benchmarking process will provoke reflection upon your
current processes and how these can be optimized11
.
At Fuel50, we are committed to working with our clients
to craft solutions perfectly compatible to their culture
and priorities, in an on-going journey towards career
engagement success.
Contact our Organizational Psychologist, Maya Crawley,
at maya@fuel50.com to benchmark your organizations
career development practices against ‘best-in-class’ and
receive your personalized Insight to Action report.
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24. Best in class career practices
Insights to action
24

25. 1. Our original Benchmarking paper can be downloaded
from http://www.fuel50.com/get/benchmarking/
2. The link between career growth experiences, enactive mas-
tery and work engagement has been well established and
is becoming increasingly recognised as a core component
of most recent engagement theories. See for example
Bandura, A. (1982). Self-efficacy mechanism in human
agency. American psychologist, 37(2), 122. Luthans, F., &
Peterson, S. J. (2002). Employee engagement and manager
self-efficacy. Journal of management development, 21(5),
376-387.
3. See above.
4. For a detailed explanation of the link between career capi-
tal, psychological capital, and retention see our white paper
‘Hold on tight; Retention is now the Issue, Or, Inkson, K., &
Arthur, M. B. (2001). How to be a successful career capital-
ist.Organizational Dynamics, 30(1), 48-61.
5. These statistics are taken from our original benchmarking
paper, downloadable from http://www.fuel50.com/get/
benchmarking/
6. For an introduction to the benefits of job crafting through
personalized work arrangements as a means to increase
engagement see Bakker, A. B. (2011). An evidence-based
model of work engagement. Current Directions in Psy-
chological Science, 20(4), 265-269. Bakker, A. B. (2010). 19
Engagement and “job crafting”: engaged employees create
their own great place to work. Handbook of employee en-
gagement: Perspectives, issues, research and practice, 229.
Tims, M., Bakker, A. B., & Derks, D. (2012). Development
and validation of the job crafting scale. Journal of Vocation-
al Behavior, 80(1), 173-186.
7. Bopp, M. A., Bing, D., & Forte-Trammell, S. (2009). Agile
Career Development: Lessons and Approaches from IBM.
Pearson Education.
8. See, for example Bakker, A. B. (2011). An evidence-based
model of work engagement. Current Directions in Psycho-
logical Science, 20(4), 265-269, or Bakker, A. B., Demerouti,
E., & Sanz-Vergel, A. I. (2014). Burnout and work engage-
ment: The JD–R approach. Annu. Rev. Organ. Psychol.
Organ. Behav.,1(1), 389-411.
9. From Fulton and Mills (2014) ‘The Career Engagement
Game; Shaping Careers for an Agile Workforce’ Career
Engagement Group, Auckland. Available from your Fuel50
client partner or from http://www.amazon.com/Career-En-
gagement-Game-Shaping-Workforce
10. This is drawn from recent developments within positive
psychology, Gable, S. L., Reis, H. T., Impett, E. A., & Asher,
E. R. (2004). What do you do when things go right? The in-
trapersonal and interpersonal benefits of sharing positive
events. Journal of personality and social psychology, 87(2),
228. as well as a recent unpublished research diary study
from the University of Auckland.
11. To complete our Benchmarking Survey, follow the link to
https://www.surveymonkey.com/s/MX7P97H, visit our
website, or contact your Fuel50 client solutions partner.
Notes
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27. While every effort has been taken to verify the accuracy of this information, Career Engagement Group
can not accept any responsibility or liability for reliance of any of the information, views, opinions or
conclusions expressed herein.
© Career Engagement Group

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