Hello Martin - interesting proposal.
However, I don’t see many organizations out there who are really inspired by the idea of measuring employee engagement - except maybe the armed forces - and use the somewhat fuzzy concept of “return on engagement”
Regarding measuring employee engagement, I would guess that every company in the Fortune 500 has an employee engagement program in place, and spends a good deal of time and money measuring it on an annual basis if not more frequently.
1. Discretionary effort - engaged employees go above and beyond what's asked of them, thereby improving productivity and increasing the quality of their efforts.
2. Intention to stay - engaged employees are less likely to actively search for work outside their current employer, leading to a reduction in employee turnover and resulting reduced recruiting and onboarding costs, and lost productivity due to new-hire ramp-up.
As for making a direct connection between KM and EE, perhaps the reason you don't know of any companies that have made this connection is because no one has identified EE as a stated objective for a KM initiative. Certainly KM initiatives aimed at increasing collaboration, for instance, could be easily connected with increased EE.
Tom Short Consulting