Top 30 Employers for Employee Engagement 2027

Institutional - Employer Category

This report forms part of The Economy Rankings’ Workplace Excellence portfolio. The assessment combines credible employee-derived workplace evidence with documented practices for participation, input and professional connection in defined workforces.

Employee engagement becomes practical through opportunities to contribute, obtain feedback, develop relationships and understand the organization. A staff council, career conversation, mentor or professional community gives that relationship a setting. An employer campaign alone cannot establish how employees experience work, so the comparison also requires credible employee-derived evidence.

This ranking is a qualitative editorial assessment of those two forms of evidence. Broad staff findings are interpreted at their actual scope, alongside implemented engagement practices. They are not relabelled as identical engagement indices or used to claim that a particular programme caused a change in motivation, retention or performance.

The 2027 edition reflects published material reviewed in October 2026. Five employers appear in ordered Tier I, ten in Tier II and fifteen in Tier III. Each entry retains the national employee population and programme conditions supported by its sources, rather than assigning one country’s findings to every global subsidiary.

Market Overview

Engagement practices serve different needs. A collective advisory group can bring employee perspectives to leaders, while a development conversation addresses an individual’s professional direction. Recognition, shared learning and community contribution create other opportunities to participate. The assessment considers how these mechanisms operate rather than treating every activity as the same intervention.

Implementation matters because a named programme can otherwise remain abstract. Recurring meetings, actual participant examples, published staff activities and defined support relationships provide useful qualitative evidence. They do not require identical numerical measures at every employer, but claims should remain within what the record actually establishes.

Employee research supplies a perspective separate from an organization’s account of its own culture. General endorsement and relevant published staff findings provide context without replacing the specific description of engagement practices. Provider methods, country boundaries, voluntary participation and undisclosed raw values remain visible in the assessment.

Industry Trend — 2027

The reviewed employers illustrate several current ways to make participation and professional connection part of ordinary employment. These developments concern implemented practices rather than promised future employee outcomes.

Engagement direction	Documented practice	Practical implication
Employee input	Councils, advisory groups and question-led town halls create dialogue settings.	A named route to leaders can make participation more concrete.
Individual development	Career profiles, mentors and coaches support professional conversations.	Different relationships can address different employee needs.
Professional communities	Staff networks and shared learning connect colleagues across teams.	Participation should retain its actual cohort and purpose.
Visible contribution	Recognition and collaborative challenges provide settings for employee ideas and work.	A participation opportunity does not guarantee a uniform personal outcome.
Manager connection	Defined responsibilities help translate a framework into everyday contact.	Access and accountability matter alongside programme names.
Scoped workforce evidence	Independent national findings complement documentary implementation.	Broad staff endorsement should not become an invented programme score.

The comparison favors engagement arrangements with an identifiable role in the employee relationship. It combines documented practice with a credible staff perspective while preserving the difference between opportunity, participation and measured outcome.

Methodology — Core Eligibility Criteria

Five qualitative editorial factors assess employee evidence, participation, input, manager connection and integrity. Credible scoped workforce findings plus topic-specific implementation can support assessment; identical survey questions or causal outcome studies are not required.

An active legal employer or defined employing group, counted once.
Credible employee-derived evidence with an identifiable provider and national workforce.
Documented employee participation, feedback, dialogue, recognition or professional-connection practices.
Implementation evidenced by operating records, actual activities or defined employee relationships.
Programme and country boundaries preserved; promotional campaigns without meaningful staff evidence excluded.

Methodology — Ranking Factors

Employee-derived engagement context — 30%: Credible scoped employee experience findings relevant to the qualitative assessment; general endorsement is not a standalone engagement index.
Implemented participation practices — 25%: Documented employee participation, connection, recognition and professional-community mechanisms.
Employee input and follow-through — 20%: Implemented dialogue, advisory, development or feedback routes; no causal change or universal resolution inferred.
Manager connection and access — 15%: Named relationships, organizational channels and clear workforce/role boundaries.
Evidence integrity — 10%: Provider provenance, programme implementation, original periods and candid limitations.

The five criteria carry weights of 30%, 25%, 20%, 15% and 10%, respectively. The assessment combines documented employment practices with the evidence required for this particular series. Published employee research is attributed to its original provider and assessed within its stated workforce scope; The Economy Rankings has not conducted a new employee survey. Country-specific employment terms are interpreted against the applicable statutory context. Missing evidence is not treated as average performance. Licensing, sponsorship and likelihood of purchasing recognition do not influence eligibility, assessments or tier placement.

Company Profiles and Further Reference

Names appearing in this ranking are linked to their corresponding employer profiles in The Economy Wiki, where available. These profiles provide further background on employer history, principal activities, workforce scope and related editorial coverage across The Economy Network.

Each entry identifies the employing organization or assessed group and the workforce population covered by the available evidence. A policy or survey covering one country is not generalized to every global employee. The Economy Wiki profiles are maintained as editorial reference pages and may be updated as new public information becomes available.

Tier I — Leading Employers for Employee Engagement

1. Intact Technology

Employing entity / assessed group: Intact Technology group — US operations
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Headquarters / stated business base: Reston, Virginia, United States
Business origins / establishment: 1994

Intact Technology’s Employee Experience Initiative advisory board brings an employee group into monthly discussions with executive leadership. Individual Development Plans provide a separate route for employees to consider their own professional direction, alongside continuing learning resources. These mechanisms give engagement practical decision and conversation settings rather than relying entirely on a periodic statement of organizational values.

Great Place To Work’s US employee profile reports 88% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

The recurring advisory structure is particularly useful evidence of employee participation. Intact is included for a defined channel to leadership and individual development conversations, read with broad workforce findings. The record does not establish a common response time for every issue or a causal increase in employee engagement.

2. Orlando Health

Employing entity / assessed group: Orlando Health (assessed employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Employer headquarters / base: Orlando, FL, US
Institution / service origins: 1918

Orlando Health gives staff input an identifiable setting through its Team Member Advisory Council. Its published employer material also documents Emerging Leaders graduates and defined service and excellence recognition. These provide different ways to participate: contributing to organizational dialogue, developing responsibility and making professional contribution visible within the employee community.

Great Place To Work’s US employee profile, updated July 2026, reports 90% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

The advisory council gives the engagement proposition a direct employee-input mechanism, supported by examples of programme implementation. Orlando is included for that combination with independent staff evidence. Council presence does not establish that every suggestion changes policy, and recognition is not treated as a universal measure of motivation.

3. AppFolio

Employing entity / assessed group: AppFolio group — US operations.
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Headquarters: Goleta, California, United States
Business origins: 2006

AppFolio’s career profiles record employees’ skills, interests and goals, giving development discussions a shared basis. The mechanism makes individual aspirations visible within manager conversations rather than leaving them separate from ordinary work. Its employer disclosures also identify remote hubs and other participation arrangements, providing context for connection among colleagues with different work locations.

Great Place To Work’s US employee profile, updated March 2026, reports 94% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

AppFolio is included for a structured route through which employees can articulate professional interests and discuss next steps. Independent workforce evidence adds the employee perspective. A recorded career goal does not guarantee advancement, and the assessment does not claim that the mechanism causes a particular engagement score.

4. Plante & Moran, PLLC

Employing entity / assessed group: Plante & Moran, PLLC (U.S. assessed group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: Southfield, MI, US
Business origins: 1924

Plante Moran assigns different support roles to a buddy and a team partner. The first helps with everyday integration, while the more experienced relationship supports evaluations and longer-term career questions. Separating these responsibilities gives employees several identifiable conversation routes rather than depending on an informal expectation that one colleague can address every professional need.

Great Place To Work’s US employee profile, updated July 2026, reports 95% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Plante Moran is included for connecting entry support with ongoing professional dialogue and staff findings. The framework provides a practical relationship structure as responsibilities develop. It does not establish identical access to every opportunity, or that every employee question receives the same response or produces a particular career outcome.

5. The Beck Group

Employing entity / assessed group: The Beck Group (assessed U.S. employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Assessed U.S. headquarters / base: Dallas, TX, US
Reported business origins: 1912

Beck’s published employer material documents live town halls at which employees can ask leaders questions. Foreman learning and collaboration between architects and builders provide additional professional settings for exchanging knowledge. These mechanisms connect organizational dialogue with the practical needs of a workforce spanning design, supervision and construction responsibilities.

Great Place To Work’s US employee profile, updated September 2026, reports 92% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

The opportunity to ask questions gives leadership communication a participatory form. Beck is included for that implemented mechanism alongside staff evidence and professional connection. The assessment remains within the US employee cohort; a town hall does not establish that all concerns are resolved or that every project team has an identical experience.

Tier II — Established Employers for Employee Engagement

(Alphabetical order)

Bain & Company, Inc.

Employing entity / assessed group: Bain & Company, Inc. (U.S. assessed group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: Boston , MA, US
Business origins: 1973

Bain’s employee proposition identifies coaching and continuing learning across career stages. These provide a professional relationship framework as people develop expertise and assume new responsibilities. The relevant mechanisms concern employees receiving guidance and participating in a working community, separately from the quality of advice delivered to the firm’s clients.

Great Place To Work’s US employee profile, updated April 2026, reports 92% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Bain is included for documented continuing support read alongside independent US staff findings. Coaching creates a route to feedback and professional perspective, while its presence does not establish identical access or a uniform career result. The assessment avoids making broad workplace endorsement stand for a separately measured level of programme satisfaction.

BH Management Services LLC

Employing entity / assessed group: BH Management Services LLC (assessed U.S. employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Assessed U.S. headquarters / base: Des Moines, IA, US
Reported business origins: 1993

BH’s provider profile documents employee recognition and dialogue between a marketing team and executive leadership. Its careers offer adds mentorship, learning and internal advancement routes, giving professional connection several settings. These mechanisms are relevant to a property operating workforce whose maintenance, leasing and corporate roles have different everyday responsibilities and contact patterns.

Great Place To Work’s US employee profile, updated June 2026, reports 82% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

BH is included for a concrete example of employee-leadership dialogue and continuing professional support. The example establishes an activity rather than a company-wide response rate. Independent staff findings supply the broader perspective, while resident awards and property performance remain separate from the employee engagement judgment.

Box

Employing entity / assessed group: Box group — US operations.
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Headquarters: Redwood City, California, United States
Business origins: 2005

Box identifies separate professional and management career routes, together with learning programmes and an annual hackathon. These provide different ways for employees to contribute, develop ideas and extend expertise. A specialist need not be described as following a management-only route, while collaborative activity offers a setting beyond the immediate requirements of an individual role.

Box is included for several documented participation mechanisms with independent staff context. A hackathon establishes an opportunity to contribute and exchange ideas, without proving that every idea becomes a product or leads to promotion. Its employee framework is assessed separately from the collaboration capabilities of the software sold to customers.

Camden Property Trust

Employing entity / assessed group: Camden Property Trust (assessed U.S. employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Assessed U.S. headquarters / base: Houston, TX, US
Property business origins / REIT formed: 1982 (predecessor); 1993 REIT

Camden combines a new-hire mentor arrangement with Launch Leadership learning and visible maintenance and sales career routes. These give entry support and later development different settings. The employee framework therefore reaches beyond corporate-office activity to the people operating apartment communities, with employment-status and service conditions retained for particular provisions.

Great Place To Work’s US employee profile, updated July 2026, reports 96% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Camden is included for identifiable relationships and occupational pathways alongside independent staff findings. Mentoring can help an employee navigate a new workplace, while continuing management learning supports a different stage. The assessment does not assume that either mechanism causes retention or that resident satisfaction establishes the experience of staff.

NVIDIA

Employing entity / assessed group: NVIDIA group — US operations.
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Headquarters: Santa Clara, California, United States
Business origins: 1993

NVIDIA documents employee communities with executive sponsors alongside tuition and certification assistance. The communities give staff professional connection and an identifiable relationship to leadership, while learning provisions serve a separate development need. The assessment concerns those internal employment arrangements, with country eligibility preserved rather than using the company’s technology prominence as evidence of staff engagement.

Great Place To Work’s US employee profile, updated July 2026, reports 92% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

NVIDIA is included for supported employee communities and development routes read alongside national workforce findings. Executive sponsorship is an observable governance link, not proof that every concern is resolved. The ranking does not convert broad workplace endorsement into a separate index of community participation or professional motivation.

Power Home Remodeling

Employing entity / assessed group: Power Home Remodeling (assessed U.S. employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Assessed U.S. headquarters / base: Chester, PA, US
Reported business origins: 1992

Power’s employer material documents an employee summit, Expeditions and veteran-network activity, alongside COMBINE for selected high-potential leaders. These provide different ways for people to connect, contribute and develop responsibility. The assessed workforce is the direct employer population, with occupational differences between customer development, installation and support kept visible.

Great Place To Work’s US employee profile, updated June 2026, reports 96% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Power is included for several implemented employee participation settings and independent staff context. The leadership programme remains selective, and a summit is not treated as a universal experience. The assessment does not use homeowner feedback or the scale of a company event as a substitute for employee evidence.

Schellman

Employing entity / assessed group: Schellman (U.S. assessed group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: Tampa, FL, US
Business origins: 2002

Schellman’s employer material identifies employee resource and advocacy groups alongside learning and separate career routes. These provide settings for connection and professional contribution within specialist assurance work. Published travel conditions add context about client-service responsibilities, while the engagement assessment focuses on the employee mechanisms rather than the company’s audit credentials or customer reputation.

Schellman is included for named staff communities and continuing professional support with independent employee evidence. Advocacy groups establish an organized participation route, not a guarantee of any particular resolution. The assessment retains the covered US workforce and does not assume identical opportunity or experience across every assignment and travel pattern.

Transwestern

Employing entity / assessed group: Transwestern (assessed U.S. employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Assessed U.S. headquarters / base: Houston, TX, US
Reported business origins: 1978

Transwestern documents learning events, a national Engineering Challenge and leadership town halls within its employee environment. Its career-pathing framework provides another setting for professional development. Together, these mechanisms connect occupational expertise with wider organizational participation, while published benefit eligibility remains separate from the assessment of how employees connect with colleagues and leaders.

Great Place To Work’s US employee profile, updated January 2026, reports 94% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Transwestern is included for identifiable technical and organizational participation opportunities supported by workforce findings. The Engineering Challenge provides a concrete professional activity, while a town hall serves a different communication purpose. Neither establishes a uniform employee outcome, and the assessment excludes client, tenant and contractor experiences from the staff evidence.

Venterra Realty

Employing entity / assessed group: Venterra Realty (assessed U.S. employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Assessed U.S. headquarters / base: Houston, TX, US
Reported business origins: 2001

Venterra’s provider record documents maintenance and community managers gathering at a leadership conference. Education assistance and quarterly Lifelong Learning bonuses add routes for continuing professional development. The occupational mix is retained, recognizing that employees maintaining properties and managing communities bring different capabilities and daily responsibilities to the same employer.

Great Place To Work’s US employee profile, updated March 2026, reports 91% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Venterra is included for implemented professional connection and continuing learning with independent employee evidence. A conference demonstrates participation without establishing advancement for every attendee. The assessment does not use older university-programme claims as proof of unchanged current operation or extend American staff findings to unassessed international colleagues.

WithumSmith+Brown

Employing entity / assessed group: WithumSmith+Brown (U.S. assessed group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: Princeton, NJ, US
Business origins: 1974

Withum’s Talent Management Program combines training plans, peer mentors and career coaches. The relationships provide different forms of guidance as an employee establishes expertise and considers further responsibility. This makes professional connection a maintained part of the employment framework rather than depending only on spontaneous contact with an experienced colleague.

Great Place To Work’s US employee profile, updated November 2025, reports 88% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Withum is included for identifiable employee relationships and a structured basis for development conversations. Independent workforce findings supply broader context about the employer. The assessment recognizes the practical channels without assuming that every training plan produces the same qualification or that mentoring alone explains employee motivation, retention or progression.

Tier III — Specialist Employers for Employee Engagement

(Alphabetical order)

Atlantic Health System

Employing entity / assessed group: Atlantic Health System (assessed employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Employer headquarters / base: Morristown, NJ, US
Reported employer business origins: 1996

Atlantic Health’s AH Influencers are described as colleagues sharing information across teams. Leadership development and service recognition provide additional participation settings, giving the employee proposition several concrete mechanisms. The communication network is assessed within the wider staff framework rather than presumed effective merely because it has a name.

Great Place To Work’s US employee profile, updated July 2026, reports 85% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Atlantic Health is included for documented connection routes alongside independent workforce findings. Sharing information and recognizing service address different employee needs. The assessment does not infer that every message reaches every colleague or that the network alone establishes communication quality, while retaining the provider’s actual national employee cohort.

Baptist Health South Florida

Employing entity / assessed group: Baptist Health South Florida (assessed employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Employer headquarters / base: Coral Gables, FL, US
Institution / service origins: 1960

Baptist Health South Florida documents mentoring, cross-training and continuing education within its employee framework. These create professional relationships and opportunities to exchange knowledge across care responsibilities. Role-specific scheduling options provide context, while the engagement assessment focuses on connection and development rather than treating a staffing arrangement as proof of motivation.

Great Place To Work’s US employee profile, updated August 2026, reports 88% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Baptist is included for a recognizable professional support environment backed by national employee findings. The assessment keeps role eligibility explicit and distinguishes this employer from unrelated organizations sharing the Baptist Health name. Mentoring and learning provide participation mechanisms without establishing identical outcomes for every clinical and support employee.

Bozzuto

Employing entity / assessed group: Bozzuto (assessed U.S. employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Assessed U.S. headquarters / base: Greenbelt, MD, US
Reported business origins: 1988

Bozzuto identifies mentoring and sponsorship within its employee offering, while the provider record documents a leadership conference and recognition of property-management teams. These create different relationships around professional growth and contribution. The assessment covers the consolidated employer group, retaining distinctions among construction, property operations and corporate functions rather than assuming one occupational experience.

Great Place To Work’s US employee profile, updated April 2026, reports 88% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Bozzuto is included for visible professional relationships and recognition with independent employee context. A sponsor and a mentor can support different needs, but neither guarantees progression. The assessment does not infer that every employee attends the same event or treat resident-service ratings as evidence of workforce engagement.

Cisco

Employing entity / assessed group: Cisco group — US operations.
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Headquarters: San Jose, California, United States
Business origins: 1984

Cisco’s published employee provisions include Time2Give volunteering, family resources and employee share purchasing. These create several ways to contribute and participate beyond an individual project. Current employer information gives the mechanisms a documentary basis, while the assessment keeps staff participation separate from the activity of customers and external technology partners.

Great Place To Work’s US employee profile, updated April 2026, reports 96% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Cisco is included for organized contribution routes alongside independent employee findings. A volunteering provision creates an opportunity without proving equal use across teams. The ranking does not infer that one programme explains the overall workplace result or use the company’s products as evidence of an individual employee’s level of engagement.

EY

Employing entity / assessed group: EY (U.S. assessed group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: New York, NY, US
Network formation: 1989 (EY network formation)

EY’s US employee material documents Horizons for newly promoted professionals together with staff networks and other participation activities. These create settings for connection as responsibilities change, rather than leaving professional milestones confined to an individual assignment. The assessment concerns the local workforce and its implemented mechanisms, separately from the scale of the global advisory network.

Great Place To Work’s US employee profile, updated July 2026, reports 84% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

EY is included for career-stage participation and staff communities alongside independent employee evidence. A promotion-related event can help colleagues build relationships without proving that promotion access is identical. The ranking does not assign US findings to every member firm or infer a universal engagement outcome from the existence of networks.

HubSpot

Employing entity / assessed group: HubSpot group — US operations.
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Headquarters: Cambridge, Massachusetts, United States
Business origins: 2006

HubSpot’s employee learning includes Learn@HubSpot, a Fellows programme, books and AI-related development. These create several routes for professional participation, rather than assuming that interesting products automatically make work engaging. Its employee support material also provides context for colleagues at different career and life stages, with local conditions retained.

Great Place To Work’s US employee profile, updated August 2026, reports 72% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

HubSpot is included for substantive documented development opportunities alongside direct workforce evidence. Its lower published overall endorsement relative to several reviewed cohorts remains visible. The assessment does not infer that a learning programme caused the employee finding or that every colleague has the same access or interest.

Huron

Employing entity / assessed group: Huron (U.S. assessed group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: Chicago, IL, US
Business origins: 2002

Huron’s careers framework distinguishes early-career, experienced, leadership and military-transition routes. Published learning and support provide different entry and development settings, helping employees understand how their professional stage relates to opportunities within the organization. These arrangements give the employment proposition practical structure beyond a single broad statement about career potential.

Great Place To Work’s US employee profile, updated April 2026, reports 87% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Huron is included for visible employee pathways and independent workforce context about the organization. The assessment retains country and role differences rather than assuming a uniform consulting experience. Named support and development routes do not themselves prove a promotion rate or establish the same degree of connection for every employee.

KPMG LLP

Employing entity / assessed group: KPMG LLP (U.S. assessed group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: New York, NY, US
US business origins: 1897 (US predecessor origins)

KPMG’s US employment material documents Lakehouse learning gatherings, business resource groups and community participation. These give employees several settings for building professional relationships beyond a single assignment team. The mechanisms serve different purposes, combining development, staff networks and contribution while remaining within the US member firm rather than the entire international network.

Great Place To Work’s US employee profile, updated July 2026, reports 86% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

KPMG is included for implemented professional and community participation alongside independent employee findings. The assessment recognizes a visible employment framework without assuming that all functions have identical opportunities. Attendance at a gathering is not treated as a measured engagement result or a guarantee of stronger connection for every participant.

L&Q

Employing entity / assessed group: L&Q (assessed United Kingdom employing group)
Assessed workforce: UK direct employees in the provider cohort; role/status conditions retained.
Employer head office / base: London, United Kingdom
Housing business origins: 1963 (predecessor housing association)

L&Q’s workforce reporting identifies coaching, mentoring, Aspiring Managers and Emerging Leaders pathways alongside technical learning. DevelopMe resources and Learning at Work Week provide additional participation settings. These mechanisms give development a visible framework within housing, property services and care, rather than relying solely on a broad organizational mission.

Great Place To Work’s UK employee profile reports 72% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

L&Q is included for several documented employee pathways paired with UK staff findings. The national cohort and role differences remain explicit. Programme names establish supported opportunities, not identical uptake or guaranteed advancement, and the ranking does not treat a general workplace percentage as a separate engagement index.

PricewaterhouseCoopers LLP

Employing entity / assessed group: PricewaterhouseCoopers LLP (U.S. assessed group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: New York, NY, US
Business predecessor origins: 1849 (Price Waterhouse predecessor origins)

PwC’s US employee material documents Promotion Day, Engineer Your Career and a Business Services Leadership Experience. Its Learning Collective combines technical, digital and human capabilities, giving professional participation several settings. These are identifiable activities within the local employer, rather than an assumed common experience across every member firm in the international network.

Great Place To Work’s US employee profile, updated July 2026, reports 78% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

PwC is included for an inspectable professional connection framework and independent employee evidence. The published overall finding is retained without being strengthened through corporate reputation. Participation opportunities do not establish equal progression or a common level of motivation across assurance, advisory, tax and support roles.

Protiviti

Employing entity / assessed group: Protiviti — U.S. employer group, part of Robert Half
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: Menlo Park, CA, US
Business origins: 2002

Protiviti’s Passport, Consulting Challenge and Foundations programmes structure entry and cohort development. They give people a way to learn professional work and connect with colleagues as they join a consulting environment. Project experience, mentorship and later development add context, making participation more concrete than a general promise of a welcoming culture.

Great Place To Work’s US employee profile, updated August 2026, reports 80% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Protiviti is included for an identifiable employee journey supported by national workforce findings. Structured entry provides an opportunity for connection without establishing identical experience in every assignment. The assessment keeps welcome, professional development and measured engagement distinct, and does not turn programme participation into an invented promotion or retention result.

Ryan, LLC

Employing entity / assessed group: Ryan, LLC (U.S. assessed group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
U.S. employer headquarters / base: Plano, TX, US
Reported U.S. profile business origins: 1991

Ryan’s myRyan framework links professional autonomy with agreed results and client responsibilities. Flexible schedules are subject to manager approval, giving employees and leaders a defined basis for discussing the work arrangement. Training and qualification support add another setting for development conversations within a tax advisory business whose assignments and responsibilities vary.

Ryan is included for a recognizable accountability framework and employee-derived context. The manager relationship is part of the arrangement rather than an assumed absence of oversight. The ranking does not claim that every request is approved or that scheduling flexibility independently causes a higher level of engagement or staff satisfaction.

Scripps Health

Employing entity / assessed group: Scripps Health (assessed employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Employer headquarters / base: San Diego, CA, US
Institution / service origins: 1924

Scripps Health connects staff through affinity groups, a Leadership Academy and professional-entry pathways. The arrangements create several communities around career stage and shared interests within a healthcare employer. They are evaluated as workforce mechanisms, rather than using patient outcomes or clinical reputation to infer how employees experience participation at work.

Great Place To Work’s US employee profile, updated August 2026, reports 90% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Scripps is included for organized connection and development settings supported by employee evidence. A programme or staff group can provide a route to colleagues without guaranteeing that everyone participates. The assessment does not treat professional pride as a precise engagement index or assume identical experience across clinical and nonclinical roles.

Texas Health Resources, Inc.

Employing entity / assessed group: Texas Health Resources, Inc. (assessed employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Employer headquarters / base: Arlington, TX, US
Reported employer business origins: 1997

Texas Health connects professional entry with community participation through nursing residencies and Community Time Off. The arrangements offer different ways for employees to develop a role and contribute beyond ordinary duties. Their actual occupational and eligibility boundaries remain important within a care-delivery workforce containing both clinical and nonclinical staff.

Great Place To Work’s US employee profile, updated July 2026, reports 89% overall workplace endorsement. This supplies broad employee-experience evidence for the identified national cohort. The percentage is not presented as a standalone engagement index, programme-satisfaction result or causal measure of the effect of a particular initiative.

Texas Health is included for documented participation mechanisms alongside independent employee findings. Community activity is an implemented opportunity rather than proof that every employee can use it equally. The assessment concerns the provider’s staff cohort and does not use patient-service reputation as evidence of workforce engagement or personal fulfilment.

Toll Brothers, Inc.

Employing entity / assessed group: Toll Brothers, Inc. (assessed U.S. employing group)
Assessed workforce: US direct employees in the provider cohort; role/status conditions retained.
Assessed U.S. headquarters / base: Fort Washington, PA, US
Reported business origins: 1967

Toll Brothers documents leadership updates and Keystone Awards recognizing contributions associated with its values. Toll Brothers University and an internal job-posting route provide additional ways to learn and explore opportunities. These mechanisms serve employees across construction, land, design, mortgage and enabling functions, with the employer group consolidated rather than split into separate brands.

Toll Brothers is included for documented communication, recognition and learning alongside staff findings. Recognition makes contribution visible without proving equal advancement. The assessment keeps subcontractors outside the employee evidence and does not treat the reputation of the homes or customer satisfaction as a measure of staff engagement.

Remarks

The tiers are original qualitative judgments about employee engagement practices and the staff evidence available for the defined cohort. They do not reproduce a provider’s order or present all employers as having completed one common engagement study. Lower tiers are alphabetical.

Great Place To Work provides the employee-derived findings used here. Published national population and participation requirements are assessed as credible provider attestation. Raw company sample sizes, response rates and fieldwork dates remain undisclosed where not published.

Broad workplace endorsement remains a general staff finding. Programme examples establish implementation without proving causal improvement, universal participation or resolution of every concern. Voluntary participation, nonresponse and selected positive publication limit the available view.

Employees should confirm the practices and opportunities relevant to their role. Country findings do not cover all international subsidiaries, contractors or affiliates. Recognition reflects the scoped assessment at the review date and does not guarantee a particular personal employment experience or future career outcome.

Recognition

Inclusion in the Top 30 Employers for Employee Engagement 2027 ranking is an editorial determination of The Economy Rankings and does not require licensing, advertising, sponsorship, or other commercial participation.

Ranked organizations may factually refer to their inclusion in the ranking in their own communications. When describing the result, entities should accurately reflect the tier structure and methodology used in the published ranking.

How the ranking should be interpreted

Tier I represents the Top 5 entities, and the published order within Tier I reflects the ranking order.
Tier II represents entities ranked within the Top 15, following Tier I. Entities within Tier II are displayed alphabetically; their displayed order should therefore not be interpreted as an individual numerical ranking.
Tier III represents entities ranked within the Top 30, following Tiers I and II. Entities within Tier III are also displayed alphabetically, and their displayed order should not be interpreted as an individual numerical ranking.
An entity's tier, rather than its alphabetical position within Tier II or Tier III, should therefore be used when describing its standing.

Referencing the ranking

Depending on the entity's published tier, appropriate factual descriptions may include:

Tier I: “Ranked Tier I” or “Ranked among the Top 5”
Tier II: “Ranked Tier II” or “Ranked among the Top 15”
Tier III: “Ranked Tier III” or “Ranked among the Top 30”

Entities should not describe an alphabetical position within Tier II or Tier III as a specific numerical rank.

Use of The Economy Rankings recognition materials

Editorial inclusion in a ranking does NOT by itself grant permission to use The Economy Rankings badges, seals, logos, official recognition graphics, licensed quotations, or other proprietary recognition materials.

Organizations wishing to use official The Economy Rankings recognition materials in corporate websites, marketing materials, investor communications, client presentations, social media, press releases, or other external communications should refer to the applicable licensing terms and usage policies:

The Economy Rankings License Structure — available licence levels and permitted recognition uses
The Economy Rankings License Structure | The Economy Rankings
The Economy Rankings License Policy — licensing conditions governing use of The Economy Rankings recognition, marks, and related materials
The Economy Rankings License Policy | The Economy Rankings
Recognition Use Guide — guidance on permitted wording, presentation, attribution, and use of ranking recognition
Recognition Use Guide | The Economy Rankings

Purchasing or holding a recognition-materials licence does not confer inclusion or a higher tier.

Recognized organizations may reference the designation in: