Job engagement makes an important contribution to organizational performance. When people feel engaged in their work, they tend to work harder and more effectively, take actions that meet customer needs, and contribute to financial results. Evidence continues to emerge about the economic benefits of job engagement, but it seems clear from what we know today that it is worth paying attention to. The case studies we reviewed also provide some general guidance into typical key drivers of job engagement. To get more specific guidance, organizations can use employee research to assess how engaged their employees are and what are the greatest leverage points for improving job engagement for their employees specifically. They can also use linkage analysis combining employee research with customer and financial data to quantify the economic impact of job engagement in an organizationally specific way and to assess the potential costs and benefits of making various changes to improve job engagement.