Employee engagement levels are critical to organizations that desire to retain a workforce that innovates, produces positive results, and stays committed to the organization. The purpose of this single case study was to explore employee engagement strategies used by business leaders to retain talent. The conceptual framework that guided this study was Deci's self-determination theory. Data collection occurred through semistructured interviews with four participants within the insurance industry having three or more years of management experience and having a positive reputation for engaging employees. The participating company is located in central Indiana. Participants answered 10 open-ended questions related to employee engagement and retention of talent. Data were transcribed and coded to identify themes. The modified van Kaam method was used for analysis of the data. Open and honest communication between managers and employees, managers looking beyond words to recognize disengagement and respectful and a caring leadership team at all levels of the company were amongst the prominent themes identified during data analysis. The study findings may contribute to business practices positively by increasing the understanding of the importance of employee engagement strategies in a work setting as well as how engagement levels affect retention. The study findings may contribute to social change by providing leaders ideas on how to provide greater job satisfaction to employees, which could translate into improved professional and personal lives by providing employees a greater feeling of fulfillment and confidence with their job.
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