Job Satisfaction
Job Satisfaction reflects how positively employees perceive their work experience, including factors like purpose, autonomy, recognition, support, and growth opportunities.
High job satisfaction is a leading indicator of retention, performance, and cultural health in engineering teams.
Level 1 – Initial (Ad Hoc)
Job satisfaction is not measured or prioritised.
People may feel undervalued, overworked, or disconnected from the impact of their work.
- Work is transactional, with limited recognition or support
- Burnout or disengagement is common but not discussed
- Career growth is unclear or unavailable
- Psychological safety is low; feedback is rare or ignored
- People leave quietly or stay without motivation
Level 2 – Managed (Emerging Practice)
There is growing awareness of the need to improve job satisfaction.
Some surveys or initiatives emerge, but follow-through is inconsistent.
- Pulse surveys or engagement check-ins may begin
- Some teams offer flexible working, wellness sessions, or feedback loops
- Managers may try to support individuals but lack systemic tools
- Employee sentiment varies widely by team or leader
- Satisfaction is seen as HR’s responsibility, not a leadership priority
Level 3 – Defined (Standardised)
Job satisfaction is actively measured and supported.
Leaders and teams take shared responsibility for creating a healthy, engaging work environment.
- Satisfaction metrics are collected regularly and shared transparently
- Feedback leads to action: people see changes based on input
- Career paths, progression, and development opportunities are clear
- Leaders create space for purpose, growth, and team connection
- Wellbeing is built into team rhythms and planning
Level 4 – Quantitatively Managed (Measured & Controlled)
Job satisfaction is managed like any other key performance indicator.
Organisational systems reinforce what makes people feel empowered, connected, and fulfilled.
- Trends in satisfaction are tracked over time by team, role, and function
- Drivers of satisfaction (e.g. recognition, autonomy, learning) are understood and invested in
- People managers are trained and coached on engagement practices
- High satisfaction is correlated with better performance and lower attrition
- Feedback from leavers and joiners informs continuous improvement
Level 5 – Optimising (Continuous Improvement)
Job satisfaction is part of the organisation’s identity.
Teams thrive because people feel energised, supported, and connected to meaningful outcomes.
- Teams co-create their culture and ways of working
- Individuals shape their own development paths and purpose
- Satisfaction insights fuel strategic decisions (e.g. operating model, leadership)
- A culture of gratitude, empathy, and recognition permeates the organisation
- The organisation becomes a magnet for talent and retains its best people