Employee engagement surveys: Junk science?5 reasons those surveys HR obsesses over may be somewhat unreliableBy Robert Gerst12/16/2013|Canadian HR Reporter|Last Updated: 12/16/2013 There is a gap between what science knows and what business does, according to American business and management author Daniel Pink — but he was being kind. When measuring employee engagement, that gap is more like a canyon. This is because employee engagement surveys are largely based on pseudo-science. The engagement survey industry entered this rabbit hole with the 1998 publication of “The employee-customer profit chain at Sears” in the Harvard Business Review. To Read the Full Story, Subscribe or Sign In Remember Me Forgot Password If you are a current Subscriber, please click here to set-up or update your login information.