In 2013, Gallup released the State of the American Workplace report, which revealed 70 that percent of U.S. workers were not engaged at their jobs. Worldwide, the numbers were even worse. According to the study, 87 percent of global employees did not feel connected to their jobs. Unfortunately, these figures have not changed significantly three years later. So what does this tell us? It could be that leadership across the board isn’t attacking the problem proactively. It could be that the tools used to bolster engagement aren’t getting the job done. But one issue is clear: Most companies view engagement as a moment-in-time number, rather than an ongoing process. The most ubiquitous tool—the employee engagement survey—is handed out once a year, the numbers are crunched, and leadership says “we did well” or “we missed the mark.” However, this is only the first step, and the survey is usually taken far too infrequently to be meaningful at all. The annual survey represents a timeframe that is too long to create a meaningful feedback loop, and such infrequent employee engagement surveys do very little to uncover systemic issues.